Great, Challenging work environment - Operations & Supply Chain Associate Chew Employee Review

DON'T LISTEN TO THE HATERS! This place has changed a TON over the last 2 years due to a change in leadership and growth of the team. There are some former employees who blame the CEO for everything, but people who have worked here for longer than 2-3 years see how different this business is now. Apply for a job and talk to the team! If it is right for you, you'll see it. Free from corporate rules or structure, everyone is encouraged to chart their own path and create the role they truly want. Star performance is rewarded with salary raises. Great lab space and the team is super fun and talented. Salary rates are better than most places!

You need to be a self-starter and be flexible due to the lack of a corporate rigid structure. And yes, quick deadlines can mean some long days, but CEO is the first to say that he wants people to take extra days off if they work extra hours.

Office location in Fenway and near downtown Boston.

A "keyboard warrior" sees a "keyboard warrior" Reviews are anonymous for a reason. In his responses to previous reviews, the CEO dismisses anonymous feedback while suggesting that signing his title somehow makes his perspective more credible. In reality, the need for anonymity should be obvious to anyone reading these reviews. Employees remain anonymous because there is a genuine fear of retaliation. That fear is reinforced by reports from former employees that their new employers were contacted by "leadership" after leaving this company...That alone should explain why employees choose to remain anonymous. The CEO consistently overpromises to all clients while dramatically underestimating the time, and resources required to deliver on those commitments. He routinely commits to deliverables that the company has neither the staffing, infrastructure, nor operational capacity to execute. Work that realistically requires an entire team is assigned to one or two employees, who are then expected to produce the results of a fully staffed department. Employees are expected to deliver impossible results with inadequate resources, unrealistic timelines, and virtually no meaningful support. When deadlines are inevitably missed or priorities collide, failure is treated as an employee problem instead of the predictable consequence of poor planning and irresponsible leadership. He frequently claims that he works harder and longer than everyone else, but that is not the same as effective leadership. Employees receive very little practical support. His idea of "helping" is often hiring new management or leadership roles that do little to reduce the workload of the people already doing the work. Instead of addressing the underlying problems, those hires eventually become convenient scapegoats for failures that stem from his own poor planning, unrealistic commitments, and ineffective leadership. When those problems remain unresolved, the managers themselves are blamed, pushed out, or replaced, only for the cycle to repeat. The turnover speaks for itself. Leadership, management, and employees at every level rarely stay long. The CEO appears to solve turnover by hiring replacements under new titles, only for the same cycle to repeat. Rather than investing in sustainable processes or building teams capable of meeting demand, the expectation is simply that existing employees absorb more work. The CEO regularly shifts already limited resources away from one struggling project to another, leaving every team understaffed and setting employees up to fail. Expectations change without warning, priorities shift constantly, and communication is inconsistent. Employees are then blamed for failing to deliver on projects that leadership itself deprioritized or stripped of the resources needed to succeed. Instability is ingrained in the company culture. The "unlimited PTO" policy is largely a myth in practice. While it exists on paper, and in the CEO's responses to reviews, employees understand there is significant pressure around taking time off. Likewise, the claim that employees simply work 8:30 a.m. to 5:30 p.m. does not reflect reality. Working late evenings and weekends is commonplace just to keep up with the workload. Work-life balance is talked about but not supported in practice. Burnout is normalized deeply embedded in the company culture. There is also no independent or confidential resource for employees to discuss workplace concerns or sensitive personal matters. If something in your personal life could affect your work, you are essentially forced to disclose those details directly to the CEO or colleagues. Most companies provide employees with some level of discretion and a neutral avenue for handling these conversations. Here, there is no meaningful separation between leadership and employee concerns, no confidential outlet, and no one whose role is to advocate for employees. Employees are left with little choice but to share personal information directly, which only reinforces the existing culture of fear and discourages open communication. I would strongly encourage anyone considering a role here to read every review carefully instead of focusing only on the CEO's responses. Ask yourself why so many former employees, across multiple years, describe the same patterns. No job is worth the constant stress, anxiety, unrealistic expectations, and fear-based culture that define this workplace. The website says Chew is a deliberately small team. Yeah, because there were about 10 people left when I worked there (high turnover).