A wishy washy hyperpolitical mess led by CEO Yin Wu, Co-Founder Mark Erdmann, and COO Grant Oladipo - Recensione dipendente - Talent Acquisition presso Pulley

I’ve genuinely enjoyed my time here so far. I work with an amazing recruiting team, and my hiring managers are incredibly thoughtful and intentional about designing interview processes that create a great candidate experience, which isn't always the case. In past roles, I’ve worked with managers who weren’t open to feedback or didn’t prioritize hiring which often led to unclear processes, slower timelines, and a negative impact on both candidate experience and company brand. Here, I’m consistently impressed by how much care and thought my hiring managers put into getting it right the first time. Folks here are approachable and low-ego, which makes it easy to have open conversations and collaborate effectively. I can’t speak for every team, but my time here at Pulley feels like a place where your perspective is heard and valued. Everyone is incredibly smart, and like any Series B startup, there’s still a lot we’re building and figuring out as we grow. If you join Pulley, you’ll have opportunities to shape team direction and company culture. That said, if you’re looking for a highly structured environment, this might not be the best fit, Pulley is a place where you need to be comfortable with ambiguity and excited to build.

Growth here comes with a fair amount of ambiguity. As a Series B startup, not everything is fully built out yet, so processes and structure can still be evolving. This can be exciting for some, but it may feel challenging if you prefer clear guidelines or established systems. Things also move quickly, and priorities can shift as the company scales. That means you need to be adaptable and comfortable navigating change, because teams are still building, there can be moments where resources are limited and you’re expected to figure things out on your own.

Great engineering talent overall, and I was genuinely proud of the quality bar and vetting we upheld. The worklife balance was good. Leadership is genuinely good at rallying people in the short term... there’s a real charisma there. But the energy fades quickly once you realize it’s mostly smoke and little substance.

As another user said, leadership repeatedly follows the same cycle: hire a large engineering team, create a roadmap, ignore feedback when results fall short, abruptly pivot to a vague new direction, then blame engineering and lay off most of the team. Product talent is consistently underutilized, with very little trust or empowerment placed in the people closest to the work. Leadership puts outsized pressure on one or two people to define both the roadmap and the overarching product vision because the founders don’t seem to know what they want to build. Leadership talks about AI constantly but never ships anything meaningful, while the core product continues to stagnate. It was demoralizing to watch product managers spend weeks developing thoughtful specs and aligning early with founders, only for leadership to push back aggressively on the foundational assumptions, force multiple rewrites, and ultimately cancel or completely reinvent the project after several cycles of churn.