Reviews van Workwize (Netherlands)

As Workwize is still in a start-up / scale-up phase, not every process is fully defined yet. This means you need to be comfortable with ambiguity and figuring things out as you go.

Leadership makes verbal commitments freely and walks them back without explanation or accountability. Promises around growth, responsibility, and recognition are used to retain people and then quietly forgotten. When you push for clarity on feedback or direction, you get vague non-answers and shifting goalposts. It’s demoralizing and, frankly, disrespectful to people who made career decisions in good faith. The founders are young, which isn’t the problem. The problem is the complete inability to receive challenge from people who know more than them. Experienced hires are brought in and then systematically ignored or sidelined the moment they push back on something. That’s not a culture of learning; it’s ego dressed up as vision. The bro culture is real and it’s protected. People who are uncooperative or actively harmful to team dynamics are kept on regardless of how much feedback exists about them, as long as they fit the right mold. The culture is sold as flat and open, but in practice it’s cliquey and insular. If you’re not in the right circle, you’ll be the last to know about decisions that directly affect you. The product has serious, well-known internal issues that aren’t being addressed with anywhere near the urgency they deserve. Instead of fixing them, the answer seems to be to sell harder and promise more. The result is unhappy customers and churn that anyone paying attention could see coming. Then there’s the staffing model, which is where things get genuinely troubling. There’s an almost ideological obsession with AI as a replacement for headcount, meaning individuals are routinely carrying the workload of two or three people. Look at their job postings: the scope of responsibilities listed for single roles is enough to staff an entire team. This isn’t efficiency; it’s exploitation. Multiple people went on burnout leave in a short period of time and were gone for months. That’s not bad luck. That’s a predictable outcome of a broken approach to people management that leadership refuses to confront. When my hated ex reached out asking if the company was worth applying to, I said hell no without hesitation. And I’m not someone who’d wish this place on their enemies. That should tell you everything.