A lack of basic process to the point of being detrimental. Tools feel duct-taped together and core operations still rely heavily on spreadsheets. Innovation doesn’t require chaos, and when associate/manager-level employees are working 50+ hours/week without clear direction or prioritization, it fails.
Leadership seems well-intentioned, and I genuinely believe many are good people. However, the CEO has openly expressed pride in not paying at/above industry standards in order to donate more to the community. It’s his company, but that approach makes it difficult to attract and retain the high-performers required for the level of expectation being set.
Perceived favoritism and visibility politics. The same 2-3 people are repeatedly highlighted in company-wide meetings with messaging like “get on my radar.” These are often internal, non-billable roles that work closely with the CEO. Volunteer and innovation time is tracked and broadcasted monthly, without acknowledging that billable employees often can’t log the same amounts because client work has to come first.
The internal AI Slack channel has unintentionally created fear instead of clarity: expectations to post daily/weekly, pressure to share half-baked ideas, tracking of reactions/comments. Instead of helping develop a real vision, it makes employees anxious and performative.
Seer’s culture has changed significantly over the last few years. It used to feel like a close-knit “work pals” environment (happy hours, stronger relationships, higher day-to-day connection). As the company became more distributed/remote, those relationships and the sense of shared commitment naturally shifted, which is fine, but leadership still seems to expect the same level of emotional investment from employees that executives have. That mismatch creates friction.
