Speaking specifically to the Success team, senior leadership is clearly lost. At the director level, there's a lack of real leadership. The goalpost is changing almost weekly and the team across the board is drowning. Nobody can keep up, which means long hours and extremely challenging expectations. The role that many people were hired for, is no longer the role they are doing, creating confusion and high turnover. Good managers are leaving rapidly after being hired, often due to either losing their voice or just general unethical behavior from leadership. Some switched departments, others left entirely. During my time there (less than a year) I had 3 different managers, some with less experience than I had. When I was hired I was told that it would always be a remote culture, "get the work done and we don't care where you are". The CEO would even reinforce this during all-hands only to suddenly change directions to a hybrid model and expect people within a 40-mile radius of SF to be in the office. 40 miles from the SF office is substantial, so if you live in surrounding Bay Area cities such as Livermore or Petaluma, you can expect to be asked to come to the office. Bear that in mind if you are considering Rippling. Naturally, these changes led to turnover to which Parker said: "If you don't want to come into the office, you can quit, this was always the plan". Overall leadership is immature and inexperienced which doesn't give much confidence to their staff. While I was there it was still considered Customer Success, but as I left we were being told to sell at all costs, lie to the customer if we need to, and do whatever needed to be done to get the deal closed. Great way to build confidence with your accounts! They ultimately re-titled the department to Account Management which made more sense, but it came at the cost of a lot of good people. I could go on and on about how toxic things had become. My advice? Don't bother. Rippling has a lot of growing up to do.
