Working at Smartsheet |

Smartsheet Overview

Bellevue, WA (US)
1001 to 5000 employees
Company - Public (SMAR)
Computer Hardware & Software
$100 to $500 million (CAD) per year

Smartsheet Reviews

  • Helpful (3)

    "Change is creating challenges."

    • Work/Life Balance
    • Culture & Values
    • Career Opportunities
    • Comp & Benefits
    • Senior Management
    Current Employee - Anonymous Employee
    Current Employee - Anonymous Employee
    Positive Outlook
    Approves of CEO

    I have been working at Smartsheet full-time (More than 3 years)


    Fast paced growth, global expansion, evolving product, opportunities to adapt and grow with the business. Three complimentary acquisitions in less than 2 years including retention of talented team members from acquisitions. If you want to grow in your career, there are plenty of opportunities, some roles haven’t been created yet. C-suite not afraid of making bold decisions and personnel changes where needed. Recent changes in engineering roles and reduction of managers to individual contributors is a great example. The ratio of managers to individual contributors was too high, especially in QA roles, and release failures were not improving, change was necessary. While not popular, a bold decision was needed to make improvement. The reaction from several of the managers and senior leaders. provided great insight to the lack of mature leadership adaptability and why the change was necessary. A public company cannot operate in a start up mode forever, change is necessary and adaptability needs to be a core competency of every manager and above level. Our CTO leads by example, has brought customer focus to the forefront of the engineering team and had to address leaders and individual contributors who were more focused on the life balance of the equation for too many years.


    Too much focus on “the next set of features” and insufficient understanding of adaptation and customer usage of current feature set. Fixing the current feature set should take equal priority to new features. Lack of robust change management processes and tracking of change impact. Maturation of several teams and many leaders who have grown with the company is insufficient to lead change. Many of the teams and individuals are not prepared for the change velocity that we are currently experiencing and there is unnecessary angst and lack of focus because of this. Leadership and management development in key competencies is needed.

    Advice to Management

    Identify the leadership competencies necessary for the next generation of growth in our business and help develop these key competencies. Reliance on history of “we’ve always done it this way” needs to be removed from our daily vernacular. Documented operating processes, and new hire training requires more consistency. Every salesperson in the company needs to be product certified in their first week. This should be a non-negotiable. No one hired in a customer facing role should be allowed to start their work until product certified. When we have misrepresentation of our product at the point of sale, all future interactions with the customer are tainted. Our customers are starting to tell us we are changing and adding to the product too often and they cannot keep up - we need to listen to these customers. Place an equal amount of energy toward the customer experience as releasing features. Spend at least one release cycle every quarter just focusing on improving the customer experience. Our customers and internal teams are giving signal of too much, too fast change in the product and we should listen. Ultimately operational excellence is needed, and we need the c-suite to develop their direct reports an skip level reports on improving operational excellence.

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Smartsheet Photos

Smartsheet photo of: Chalkboard in kitchen area.
Smartsheet photo of: Women in tech
Smartsheet photo of: New hire orientation
Smartsheet photo of: Smartsheet's engineering team presenting its release artwork
Smartsheet photo of: Smartsheet CEO Mark Mader accepting a Best Workplace award
Smartsheet photo of: Opening bell
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Smartsheet Interviews



Getting an Interview

Getting an Interview





    Associate Designer Interview

    Anonymous Interview Candidate in Bellevue, WA (US)
    No Offer
    Positive Experience
    Average Interview


    I applied online. The process took 2 weeks. I interviewed at Smartsheet (Bellevue, WA (US)) in March 2018.


    I did two phone screens, first with a recruiter and then with the hiring manager. It was followed with an all day interview loop where I had to do a presentation to about 8 people and then one-on-one interviews with various employees. Questions were typical ones that are asked to designers. What impressed me the most was how organized the whole hiring process was. The recruiter was prompt to respond and very helpful. I was given very thorough information on how my interview loop was going to unfold and given linkedin profiles for each person I was going to meet.

    Interview Questions

    • How do you handle feedback that you don't agree with?   2 Answers
See All 123 Interviews

Smartsheet Awards & Accolades

  • Best Leadership Teams, Comparably, 2019
  • Best Places to Work, Boston Business Journal, 2019
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