Venmo reviews

- Management team is horrendous... dysfunctional, has no vision for the business, arrogant, and running it into the ground. While Venmo has had a number of bad heads of engineering, product, GMs, etc... the current regime is the absolute worst group of “leaders” this company has been exposed to. As long as they are leading the company, stay far far away. They are toxic. - A true lack of vision... PayPal wants Venmo to be PayPal 2.0. And there are 27 different opinions inside Venmo of what it should be. There is no alignment on where the business or product is headed, or criteria to determine which projects get prioritized. This lack of clarity and guidance causes an enormous amount of dysfunction. - Optimizing for PayPal’s quarterly earnings... Venmo is a growth business, but is managed like a publicly traded 20+ year old software company. Budgeting processes, business goals, project prioritization, everything is built to optimize PayPal’s quarterly earnings results. It has led to an incredibly reactionary type of management and churn, and has destroyed morale on the teams.

Upper management in the support office in Chicago...period. Little to no support provided to support reps and middle management - yet high expectations. There was such a large gap between the support reps and leads and upper management that it made working there unbearable. Things were always changing but never properly communicated, which created confusion and chaos. Each of the high level managers at Venmo has demonstrated glaring red flags for why they don't belong in people management. None of them are particularly skilled with managing people. Employees are afraid to speak up because upper management can be vindictive or respond to serious concerns with dismissal or vague and empty claims to address the issue. The issues are almost never addressed the way they should be, until the entire company speaks up and demands change (which did happen at one point). Upper management demands very specific numbers and results from support leads, but hilariously enough, they don't know much about the product themselves. As an example, when each of these managers were asked to do a "day of phones" or a "day of emails" for fun, they sat by all of the support reps. We watched them do our job. One manager wasn't sure how to take notes after a phone call and save them, or how to add a tag to categorize the call - they had to ask a rep. The irony was this same manager was insisting the support reps summarize and take notes after a phone call in 1.5 minutes or less. They were also demanding 10 calls per hour, yet not one of the managers was able to produce that while acting as a customer support rep. To me, if you're in a management position, you should know the product and processes like the back of your hand. If you are demanding specific results from your team, you should be able to deliver those same results. I do want to note that there is a very high level manager above the upper managers who is a wonderful, sincere and professional person. No one ever had a bad word to say (that I ever heard) and they are respected in the office. Unfortunately, they were not as directly involved in Venmo's day to day and we were directed to go to the managers who worked on our side.