It’s important to note that Ryan is no longer the CEO and hasn’t been for some time, Ben Diamond is now in that role. Because of that, some ratings tied to past leadership may not fully reflect the current structure.
That said, most if not all, TC employees feel there was a noticeable shift in culture around the time of that transition, and not in a positive direction by any means.
*With newer leadership the President role is now being held by Elena, there is real hope internally that her experience and perspective will lead to meaningful improvements in culture, communication, work performance and overall employee experience. Hopefully the boys club wont eat her alive like all the other leaders from the past.
However, there are still moments that raise concerns that show those who have left, their feedback internally and through platforms like this, are not taken seriously. We can't all be lying or making this up....
For example, recent video from a co-founder suggested that the company isn’t toxic, just “fast-paced,” and implied that toxicity would merely be defined by extreme situations like being yelled at directly in the face based on his younger club days. So in other words, all of the reviews here and the hundreds of people who have left before due to leadership, are all full of it and just can't hack it in his eyes..
If you can't feel the sarcasm...
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"Perks" breakdown for real life TC:
"Workplace Arrangement: 3x/week in-office (Calabasas)":
However, the “3x/week hybrid” setup isn’t consistently honored. Employees who were originally hired as fully remote are now expected to come in if they live nearby, regardless of their original agreement. There are also ongoing, subtle comments from leadership implying that employees who work from home are less productive or not as strong performers as those in-office. What they really mean are those that come in and more likely to only focus on TC all day 24/7.
If you’re expecting a true hybrid schedule as advertised, you’ll need to set that boundary early. Otherwise, it will likely turn into more than three days in-office, and if you don’t comply, it can lead to questions about your performance or repeated comments like “when are you coming in?” or "What are you doing?"
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"Compensation & Benefits – Competitive salary + performance-based bonus":
You’ll likely have to negotiate hard to get the salary you "want" upfront and not come close to what you are worth. After that, growth becomes difficult. Promotions are very limited unless you’re at a C-Level leadership, and historically they’ve only been considered at specific times of the year. C level and above will always promote themselves fast and hard while others are left high and dry for years.
In practice, employees are often asked to take on higher-level responsibilities when gaps open up due to leaders/coworkers leaving, but without a title change or compensation increase. You’ll be told to “prove yourself” in that role for a year to be considered for promotion, but when that time comes, expectations shift again, resetting the timeline. It creates a cycle where responsibilities increase over and over again, but compensation and title do not.
When raising this with management or HR, the typical response is that there’s no budget or headcount available, even if you’ve met all outlined expectations. At the same time, you’ll continue to receive positive feedback from your manager and be told your promotion “will come,” without clear follow-through.
Bonuses have also become inconsistent and lack transparency. What started as a more straightforward reward system at the end of each year, has shifted into a more subjective process that has various ratings across teams. Bonus information and actual payouts are often take over 3 months after the quarter has ended.
*For example, in Q4 2025, it took four months for leadership to communicate that no bonuses would be paid, citing factors outside employee control with world wide issues. So you can work your butt off in the highest demanding quarter, wait 4 months to be told nothing is coming your way.
Performance is rated on a 1–5 scale, but employees are told upfront that very few will receive top scores of 4/5. Making it difficult to achieve higher bonus outcomes. If you are rated high, C- Level or higher will come in a readjust to what they think the rating should be, even though they barely say 10 words to you in a quarter and have no idea what you do on a daily basis. This is often paired with very unclear or very delayed goal-setting (“rocks”), shifting priorities, or projects being deprioritized after significant time investment; yet still resulting in 2s or 3s average performance ratings because " not everyone can be 4s and 5s".
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"Time Off: Unlimited PTO and sick time":
This benefit exists on paper and is a strong offering, but in practice it’s difficult to fully disconnect. Even when you’ve prepared your team and coverage is in place, there’s still an expectation to stay responsive.
Employees are frequently tagged in Slack while out and expected to reply, often repeatedly, until they do. This doesn’t just apply to vacation, it also happens during sick time or high level emergency personal situations.
It’s not uncommon to still be taking meetings or responding to messages from doctor’s appointments, hospital beds while sick, or even during serious personal or family matters like deaths.
As a result, time off is never actually time off.
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"Free Employee Assistance Program (EAP)":
This is listed as a benefit, but there’s little to no visibility or communication around it. Many employees are unaware it exists or how to access it, which makes it feel more like a checkbox benefit than something actively supported or used company-wide.
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Overall Experience
The product is good , and you have to genuinely believe in it, because customers will hold you to a high standard and make it know everywhere when it's bad.
The pace is fast, but not in a structured or efficient way. It’s common to align on a plan in a morning meeting, only for it to change a few hours later after additional input from other leaders. This often leads to rework, and the cycle can repeat daily.
The first 3–6 months are very much make-or-break. Turnover WILL happen quickly; sometimes within weeks, depending on the team and leadership. In some cases, hiring misalignment is acknowledged, but in others, lack of direction or leadership style contributes to people leaving early.
Feedback is often given in public channels, both for small and large issues, with an expectation to respond there rather than handle it privately. This creates a high-pressure environment and can feel discouraging over time.
Concerns around misalignment through leaders, their disrespect for their team, promotions, raises, etc are all brought to HR but HR does nothing about it. You all can see from the TC replies in this platform that they "want" people to reach out with this feedback. But if they actually cared about being HR and the employees that come to them and all the feedback given, why is there no offboarding process, meetings with those who are leaving or more importantly, actioning on complaints from employees that are still active within the company? There are managers with multiple team member complaints and nothing is done or changes. So the outward appearances TC puts forth through all the social media giveback or whatever new cute word they take on this week or podcasts all the leaders do on how we are all just grinding away, is not actually what is being put forth through internal initiatives or direction.
Overall Perspective
At a certain point, when the same feedback continues to show up across multiple reviews, it’s hard to dismiss it as misunderstanding or the employees are just not for a "fast pace work environment"
There is a clear perception among employees that leadership prioritizes their own growth, recognition of themselves, and revenue to only benefit them, most of the time at the expense of their hard working employees. This contributes to ongoing turnover and frustration at the team level.
While leadership may describe the environment as simply “fast-paced,” many employees experience it differently; as a lack of structure, support, and sustainable working conditions.
It's easy to say something isn't toxic, when you are the person everyone is trying to impress or please.
