Cotopaxi reviews

3.1

44% would recommend to a friend

(136 total reviews)

Lindsay Shumlas

46% approve of CEO

44% positive business outlook

Cotopaxi has an employee rating of 3.1 out of 5 stars, based on 136 company reviews on Glassdoor which indicates that most employees have a good working experience there. The Cotopaxi employee rating is in line with the average (within 1 standard deviation) for employers within the Ventas al mayoreo y al menudeo industry (3.5 stars).

Reviews by job title

136 reviews
2.0
Jan 7, 2026

Culture has been ruined by Leadership

Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Flexible work schedule, remote, talented and passionate mid-level employees

Cons

Obsessed with Cutting Costs: Leadership seems focused on short-term savings at the expense of long-term health. Budgets are slashed, experienced people are laid off, and important work is pushed outside the company, leaving teams weaker and stretched thin. The ironic thing is that so much work is being contracted, out because good employees have quit or been pushed out, that I have no doubt it is actually increasing costs for the business. Fear Driven Culture: Exceptional employees are often worried about saying the wrong thing or making a mistake. Every decision has to be run through the leadership team. It absolutely paralyzes employees and gives them no sense of trust or empowerment from the leadership team. Out of Touch Leadership: The executive team feels like a revolving door of outsiders brought in to cut costs, not grow the business. They don’t really understand the industry, they do not care about the employees, and don’t offer any intelligent plan for the future. Speaking up whether to a manager or HR is pretty much ignored, or discouraged. The leadership team constantly praises one another, while the average employee is ignored and given little to no appreciation for their work. Real transparency is missing: Decisions happen behind closed doors, and town halls are full of buzzwords but short on real answers. Employee feedback seems to fall completely on deaf ears, and good ideas from within the company are generally squashed. Burnout and Turnover Are the Norm: Good people are leaving fast. Those who stay are overloaded, underappreciated, and clearly burned out. The leadership team seems more interested in giving themselves raises and spending extravagantly on themselves than investing in the incredibly talented employees they have.

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Cotopaxi Response
3mo
Thank you for taking the time to share your perspective. We know that trust, empowerment, and transparency matter deeply to our teams. As we continue to grow and evolve, we are focused on strengthening clarity, decision-making, and how feedback is surfaced and addressed. We remain committed to building an environment where people feel supported and heard. – Cotopaxi Leadership Team
1.0
Jan 5, 2026

Need To Stop Claiming They're A "People-First" Company

Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Lots of really lovely, talented, and kind mid-level folks. Employee discount is great.

Cons

Ironically, this self-proclaimed “people-first” company is the most toxic place I’ve ever worked. Highly qualified and talented people are leaving in droves, some even without new jobs lined up because it’s just that bad. People would literally rather be unemployed than work at Cotopaxi. Leadership has also repeatedly try to silence people when they’re leaving to make it look like they’re being pushed out, rather than leaving because things are so miserable. Additionally, cost of benefits have skyrocketed with no cost of living adjustments, “In The Wild Time” has been cut, summer Fridays have been cut, and bucket list trip stipends (after 18 mo. & 5 years) have been cut—all of the things that were supposed to counterbalance non-competitive pay (compared to other industries) are gone. The CEO also recently announced the promotion an SVP to C-suite position (after being at Cotopaxi for less than a year while others have had to fight endlessly for much deserved promotions) on the exact same day that everyone else was sent into a panic because benefits skyrocketed, which was beyond inconsiderate and tone-deaf. On top of it all, leadership still seems completely oblivious to how unhappy everyone is, and they’re fully convinced that they’re not the problem, even when they’re the root of it all.

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Cotopaxi Response
3mo
We appreciate you sharing your experience. As our company evolves, some decisions can be challenging, and we recognize that change can feel different across teams. Our commitment to our people and our mission remains strong and we are focused on ensuring our actions and communication reflect that commitment consistently. – Cotopaxi Leadership Team
1.0
May 9, 2023

Total smoke and mirrors. Do not work here.

Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Remote work environment with flexible schedule. Unlimited PTO.

Cons

Key people within the organization have left in droves in the last 3-6 months and it isn't hard to understand why. There are so many positive reviews from the past, but in the last year or so working at Cotopaxi has been the most exhausting, most mentally low and worst time of my career. If you are someone who prioritizes your mental health/wellbeing, and someone who seeks mentorship and guidance from your leaders, Cotopaxi is probably the worst place to be. Here are some examples on why: there is zero cohesive direction from the top and I cannot stress this enough. Nothing ever seems good enough for leadership approval either, which further exacerbates living in a constant state of ambiguity and not making real progress. Executive leadership seems under extreme pressure to deliver on what seem like very unrealistic goals and they are definitely not on the same page. Lately they have been treating employees in very negative ways (yelling at them, belittling them, making them question their work and expertise). When employees have real cries for help, even to the point where their health is being compromised, some leadership members do not seem empathetic or even phased. HR seems to be listening, but not offering real solutions to the problems. Instead they are asking employees to come up with ideas for how to solve some (very serious) issues and broken processes that we battle daily. Because of the serious lack of decision making from the executive team (death by committee is real here) communication across, and even within, teams is extremely sporadic. You have to piece together information from different people to gain clarity to make decisions or wait days or even weeks for a senior leader to respond to your message on slack (a remote workforce most likely exacerbates this, but also so many people are burnt out, so they don't care as much any longer). Cotopaxi says that it puts people first. This is on Cotopaxi’s career page: "From retail guides to product designers, we always put people first. Our work environment reflects how much we value people, innovation, and adventure, whether you’re working from our Salt Lake headquarters, one of our stores, a warehouse, your couch, or a van in the woods." This could not be further from reality (except the working remote part). It feels like complete hypocrisy and many employees are at rock-bottom lows or have reached their breaking points and are leaving. People used to be so motivated to help out, to go above and beyond, and that is no longer the case because leadership actually does not put people first, they put extreme growth and revenue goals first (like any other capitalistic company, so it is not different here). It feels like promotions are given selectively through favoritism and bias. So no, at this time it does not feel as though we put people first internally and it doesn’t feel like an end in sight for this style of leadership behavior. We’ve been told over and over that we need to give leadership grace and to support them, but they are not doing the same in return. There is such a severe gap in tools and software that could create badly needed process efficiencies, resulting in a plethora of time-consuming manual and exhaustive labor (you have to go on a wild goose chase across several teams/folders/drives/documents to gather information you need to do your job, and a lot of times your questions go unanswered). So much emphasis is placed on culture (which is wonderful) but it seems like not enough is placed on business positioning and infrastructure so that people understand the collective goal we're working towards and have the tools they need to be successful in their work. Every single thing is a fire drill (literally everything) and there is little to no time to plan ahead proactively. Not all, but many senior leaders say yes and commit to something without first seeking to understand if the new project/initiative is achievable against current workload and resources. Even if the answer is “no, we don’t have bandwidth”, we still do it anyway. Cotopaxi is a 100% managed-up workplace. This might not be the case in all departments but in several there is a complete lack of senior leaders giving direction and sharing vital information to set their direct reports up for success. Middle management has to manage both up and down to try to be successful, which is extremely hard. The workplace fosters extreme imposter syndrome, the little feedback you do receive from leadership makes you constantly question if you are good at what you do and if you can do your job successfully at Cotopaxi. There are many employees who battle defeat and feeling like they’ve failed on a daily basis. It is such an emotional rollercoaster. There also is not a sense of working together across departments, that we are in it working together for a common goal. The "there is no I in team" mentality does not exist here. There is clear favoritism from some executive leaders to certain individuals or teams, and everyone works towards their own agenda and not the greater good. Cotopaxi adheres to a Radical Candor approach to communication, yet when direct feedback is given to senior leadership, employees are told they are being negative and below the line, which contradicts itself. The founder/current CEO has fostered this incredible culture of leading with empathy, yet many of the executive leaders do not exude this, which fosters fear, uncomfortability, frustration and it completely demotivates you to go above and beyond. Regarding benefits, Cotopaxi does have a 401K match but it is way below industry standard and there is not a company cell phone plan, so in a remote environment and for those who travel frequently for work, they are expected to use their personal cell phones to communicate. Pay is typically on the lower end of the spectrum within the industry, but HR has made steps in improving this. Career growth opportunities are very muddy. Honestly it pains me to write this, because I wanted to love working at Cotopaxi so much, but people on the outside need to fully know the reality on the inside. It isn’t good and so many people feel this way, they just are afraid to speak up. Exercise extreme caution when considering a role at Cotopaxi.

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Cotopaxi Response
3y
Hi there, this is Damien, (President of Cotopaxi and CEO-elect). I wanted to reach out in response to your post. First, I want to recognize how you are feeling and I’m sorry that your experience has worsened to this point. Those feelings are not reflective of our values or Cotopaxi's purpose -- to put people and community at the center of everything we do. There are many growing pains that are part of Cotopaxi’s tremendous growth, having doubled revenue 2 years in a row on the strength of our teams and product, which as we’ve openly acknowledged has left us catching up with systems, processes, and tools to handle that scale. We've onboarded over 100 new people last year, and we’re working on getting everyone aligned on the hard stuff we need to accomplish, together. There are many transitions a company our size must go through as we set new goals. We also want to enhance our impact work and expand our existing sustainability initiatives. This is all a new experience for some people - for some exciting, for some challenging. Most challenging of all, we're going to evolve from a team of <50 that once worked out of a single office, to a remote team of 300+ managing a much more complex business, while ensuring we continue to offer a great working experience for our hundreds of colleagues at our retail stores and DC. We have competing priorities for expanded people investments where we are striving to layer in/phase in more over time. This year as you know, we’ve expanded both our medical and mental health benefits, established a remote work stipend, designed our first 100% paid parental leave, added more paid holidays, increased total bonus potential, while we continue to support flexible work time, bucket list trips, etc. In future years, I want us to increase our 401k match, improve medical coverage even more with technology enhancements, and build in new savings and financial planning features. All that we're trying to achieve together has put many new pressures on the organization – and I suspect on your team, in particular. I really acknowledge that, and want you to know that I'm personally pushing the Exec Team to deliver for the business. That could be the reason for higher levels of stress trickling down that should be better managed. And by ‘deliver’, I’m not only talking about financial measures, although those are important: we first need to improve, enhance, and execute on all the processes our teams are struggling with. These are absolutely critical, as we won’t be able to thrive in the next few years without building a strong foundation. Our 2023 strategic plan that we presented to the Llamas was all about getting that foundation set. This year alone we will move into a new DC and launch 3-4 new large scale technology systems, and we’ve paused on some growth initiatives to catch our collective breath. There are new processes being built and/or improved every day. It’s amazing how hard everyone is working. I’ve personally spent time the last month meeting directly with teams experiencing workload challenges and discussing and implementing solutions as those teams reached out internally through their leadership for help. A huge part of the process improvement I’m pushing is for management to be much more capable in planning out our initiatives according to the priorities and resources we have today, and do so by inviting more dialogue and conversation from all teams before committing. As you know from your years with us, we have loyal, smart, gifted and committed people here (across the business) and low turnover for the past several years including 2023 year-to-date, for all of which we are very grateful and fortunate. We have a strong culture, a clear purpose, and a ton of potential. I believe that the challenges we face are solvable, and that we can do so with the management team we have. I believe our full senior leadership team shares Cotopaxi's values and can evolve to a stronger place. You clearly have felt that here too. At the end of the day, all the growth we achieve and mountains we climb are for the benefit of our mission— to play a role in eradicating poverty in our lifetimes through our business conduct and The Cotopaxi Foundation. That’s the thing that needs to motivate us to solve, fix, and pivot. As you’ve closed your post with some advice for management, on how things are progressing as we climb this next big mountain for Cotopaxi, I wanted to acknowledge the feedback and note that it has been received. I hope this offers some additional perspective, and makes you feel a valued part of this amazing company.
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Glassdoor has 150 Cotopaxi reviews submitted anonymously by Cotopaxi employees. Read employee reviews and ratings on Glassdoor to decide if Cotopaxi is right for you.