The talent is real. The leadership isn't. - werkgeversreview Great Colleagues, Rudderless Leadership bij Tools for Humanity

(+) At this point in my career, I'm optimizing for what I want to contribute to the world -- I think working on a successful transition into the world with AI is equal parts exciting, important, and scary. You get to do that here. (+) It's interesting (and a privilege) working so closely to Alex Blania and Sam Altman. Whatever one's opinions might be-- for me personally, it's motivational to be on a team with folks who are influencing world structures in major ways. (+) Normally I roll my eyes self-aggrandizement & think about the show silicon valley lol...but I really do think this company will have a large affect on how humans absorb the soon-to-be omnipresence of AI. I'd love to tell me niece and nephew about how I helped when they're my age. This company gives me a shot to do that.

(-) A lot of people hate tech, crypto, wealth, celebrities, etc. (-) Some of the criticism made by the general public is fair, some of it is really not. (-) The company is attacking a lot of really challenging problems that requires predicting what's going to happen. We do our best. It's hard. There have been bumps. There will be more bumps. Don't join if you can't handle that sort of thing.

I’ve been at Tools for Humanity for several years, and it’s one of the most intense and meaningful environments I’ve worked in. The mission is real. We’re trying to solve problems that most companies won’t even touch like proof of human and operational coordination at global scale. That means the work is ambiguous, often controversial, and genuinely hard. If you’re motivated by impact and complexity, it’s energizing. The people are high caliber and low ego. There’s strong talent density across engineering, product, operations, and research. When things work, they move very fast. Ownership is real here: if you see a problem and can solve it, you don’t need five layers of permission. It’s also not polished in the way a later-stage company might be. We’re still building systems, processes, and structure as we go. Priorities can shift. You have to be comfortable operating without perfect clarity. If you need stability, predictability, and tight guardrails, this will feel chaotic. The expectations are high. Performance matters. You’ll be stretched. But the upside is you grow quickly, and the slope of learning is steep (from peers and from new domains). Compensation is competitive and increasingly creative, especially if you’re aligned with the long-term vision

Ambiguity and shifting priorities Processes still maturing High expectations, high intensity Not ideal if you prefer structured environments Advice to leadership