Unfortunately, the cons began to outweigh the pros the longer I stayed. Career advancement is extremely limited, and when opportunities do arise, HR or the CEO often introduce last-minute “policies” that mysteriously didn’t exist before, effectively blocking internal promotions. Hiring decisions, performance raises, and even day-to-day operations are all subject to CEO approval, leaving managers powerless and demoralized.
The CEO is notoriously hands-on in the worst possible ways — monitoring badge swipes to enforce arbitrary return-to-office mandates, even when teams are fully remote and located in other states. Leadership beneath him is largely disengaged or ineffective, as they have no real authority.
The compensation structure is misleading at best. Despite repeated messaging about “transparency,” salary bands are confusing and skew low. Raises are inconsistent, cost of living increases don’t exist, and whatever you’re told by HR depends entirely on what the CEO decides behind the scenes. HR often cites fairness and consistency across departments, but in practice, criteria vary wildly.
Turnover is high — not due to performance, but due to burnout, toxic leadership, and the complete erosion of trust. I’ve seen excellent employees pushed out, and when anyone raised concerns, the blame was placed on them rather than on the broken system.
Finally, when I left Telligen, I was never given the opportunity to provide an exit interview or share any of my concerns or reasons for leaving. I am not the usual type to write reviews of any kind, but I felt like the issues at Telligen are worth sharing to potential employees and partners.
The culture has shifted dramatically, and until there’s a structural change in leadership style and trust-building, I can’t recommend it to anyone. Engage at your own risk.
