Spreedly Reviews

My time at Spreedly was a frustrating one and I felt like management we're out of their depth making it difficult to do your job. Product strategy was non-existent and priorities changed so regularly that it was impossible to know what was going on and the all-hands numbers seemed like they were fudged to match whatever the current story was. Management also liked to deflect blame and point fingers which had a negative impact on the culture. Attrition had slowed by the time I left, but it was a definite problem as it wasn't just low-performers leaving. The company's explanation of departures vs the employees was often very different (I guess they assumed we don't talk to each other?) but I guess that's to be expected with sudden, not always voluntary departures. I see a bunch of positive reviews so perhaps things have improved since I left last year, but based on conversations I've had with people still there and the suspiciously OTT and similar language used in the reviews I don't think it has. If you're considering a job at Spreedly I would recommend reaching out to a range of current AND former employees on LinkedIn as it will help you get a clearer picture of what it is like to work there and allow you to make an informed decision rather than relying on reviews.

The casual atmosphere and autonomy, while seemingly a plus, is reflective of some less positive issues at Spreedly. Spreedly is a startup (~ 30 employees) in the fast growing FinTech space, but the company lacks the urgency, initiative or direction required to take advantage of its unique opportunity. The company is more like a lifestyle business as opposed to a hungry startup (e.g., it only requires employees to come into the office twice a week). The company suffers from a lack of identity. Unspoken and unaddressed tension between the tech (comprised of an outstanding group of programmers) and business (less sophisticated and engaged) sides of the house lead to company uncertainty and lack of clarity about what Spreedly is and what it wants to do – and how it can find a way to do it - in the marketplace. This crisis is directly attributable to the failure of leadership to admit to the identity issue, resolve it, engage employee input around it, and provide clear direction. As much as Spreedly puts on the appearance of valuing all employee input, its leadership only considers input from certain employees. As a result, other employees are unsure about how their work applies to the greater goal (because there is none) and how the different departments within Spreedly can best work together towards a common goal (because there is none). Notably Spreedly had a 43% turnover rate over a 12 month period (12 employees out of 28), including women and minority employees.