Pros
When I joined G2, I was genuinely inspired. The culture was vibrant, values-driven, and full of people at every level (including execs) who operated with integrity. Leadership felt grounded and authentic. My early days at the company were exceptional - low ego, high trust, and a genuine sense of shared purpose. HR was strong, programs were thoughtfully designed, and mentorship and recognition were priorities. Being an individual contributor and people leader at G2 shaped my own leadership style. Managers modeled conscious leadership, encouraged experimentation, and rewarded initiative. It was a workplace that walked its talk.
Cons
The culture that once defined G2 has dramatically eroded. 2024 was a big year for that. As business pressures intensified, the company’s values - performance, entrepreneurial spirit, authenticity, and kindness - became more like slogans than principles. Decision-making became reactive and fear-driven, and accountability was replaced with blame. Leadership alignment has become a persistent and visible issue. The senior team appears fragmented, and their own lack of clarity and alignment cascades downward, creating confusion, instability, and pervasive burnout. Once-respected leaders have been routinely pushed out, leaving teams without support or direction. The near-total turnover of the People Operations team marked a noticeable decline in integrity, consistency, and trust. Programs that once built community became transactional. Vulnerability, which used to be encouraged, now seems risky. Feedback, while asked for, felt unwelcome, and morale has suffered as a result.