Slow moving, low growth startup - Mitarbeiter (anonym) bei CoinTracker: Mitarbeiterbewertung

2,0
19. Sept. 2025
Mitarbeiter (anonym)
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CEO-Befürwortung
Geschäftsprognose

Pros

Many people here are trying their best, and most coworkers are nice.

Kontras

CEO and leadership is slow to act. For example, he is too controlling (OCD) about planning and meetings. So things have to be done a certain way for his comfort. Decisions move at a pace that he is comfortable with. Original thinking, an entrepreneurial mindset and moving quickly is not valued much. Once people figure out the pattern, most high performers who have worked in fast paced cultures leave after a year or two. Early career folks stay longer because they don’t have much to compare it to,

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5,0
16. Dez. 2025
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CEO-Befürwortung
Geschäftsprognose

Pros

- Remote - Culture - Product - Pay

Kontras

Fast paced environment so have to be agile

1,0
1. März 2026
Befristeter Mitarbeiter (anonym)
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CEO-Befürwortung
Geschäftsprognose

Pros

Remote work and hourly pay were acceptable for a short‑term contract. The workload itself was manageable once you were up and running, and ticket/CSAT expectations felt realistic after a couple of weeks handling cases on your own. You do get exposure to real crypto/tax issues and can build technical troubleshooting experience, which may help for future roles.

Kontras

My engagement ended with a brief video call informing me that my contract was terminated effective immediately, without a clear explanation or constructive performance feedback. This occurred shortly after performance metrics were shared in a way that made individual results visible to the broader team, even though that type of information is typically handled privately. Initial training felt monotonous and insufficiently engaging, which made it harder to ramp up efficiently for complex support work. Day‑to‑day management often came across as unsupportive and lacking in empathy, with a strong focus on micromanagement rather than coaching and development. Contractors generally felt like second‑class contributors compared to full‑time employees, and there was a noticeable sense of rigid alignment and groupthink around leadership that did not encourage open dialogue or dissenting views.

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