just don't - Artist Double Eleven Employee Review

Great benefits if you have a decent enough wage to see the actual benefits Work life balance is good Okay projects The people are what make it

Do not be fooled by the PR. Double Eleven has cultivated a polished ‘mission employable’ image in the local press, but that branding feels utterly detached from the experience many employees have had. Behind the flattering coverage were two major rounds of redundancies that nobody got told of whilst they spout that they have chartered the rough seas of the industry injury free the last few years, followed by the uncomfortable impression that some of the same roles quietly reappeared under different names. For those left behind, the human impact seemed to count for very little, with the stress and mental health strain on employees largely ignored. The gap between the company’s external messaging and internal reality is hard to miss. Anyone considering working there should rely less on headlines and far more on what current and former staff have to say.

Friendly community and a good start of career opportunity.

Double Eleven presents itself as a modern, people focused studio with strong values and a positive culture. On the surface the company may look like that, but internally the experience is a lot different from the image it insists on publicly promoting. For someone trying to get their first role in the games industry, it may provide useful experience and a way into the sector. However, for long term career growth and stability, I would struggle to recommend it. One of the biggest concerns is the lack of support provided to employees who relocate for the role. Staff are expected to move to Middlesbrough, yet very little assistance is offered when people face difficulties adapting to the area or dealing with personal issues outside of work. During periods of public unrest and anti immigrant tensions in the region, employees were still expected to attend the studio in person despite safety concerns, creating the impression that productivity mattered more than staff wellbeing. Communication inside the company is also extremely poor. Major internal changes can happen with little or no transparency, entire teams can shift direction overnight, and employees may suddenly disappear from projects or even the company without proper acknowledgement or explanation. Leadership often avoids openly addressing failures or difficult situations, choosing instead to maintain a positive public narrative even when internal morale and confidence are clearly affected. This creates an environment filled with uncertainty, speculation, and distrust. There is also a noticeable disconnect between leadership messaging and internal reality. Employees are reassured that the company is stable and financially secure, yet restructures and layoffs have affected multiple departments. Entire disciplines have been reduced or made to feel expendable after projects underperformed, while the reasoning behind these decisions was rarely communicated transparently. The workplace culture can also feel heavily influenced by favoritism. Employees who are close to senior leadership appear to receive greater protection, recognition, and opportunities regardless of performance. Meanwhile, others can feel overlooked even when consistently delivering strong work. This creates an environment where merit and effort do not always translate into progression. Micromanagement is another recurring issue. Decisions made at leadership level often negatively impact teams, but accountability rarely seems to reach management itself. Instead, the pressure falls on lower level staff who are expected to absorb the consequences of poor planning and changing direction. Career progression is particularly frustrating. Employees are encouraged to work hard with promises of promotions, recognition, or performance rewards, yet many remain in the same position for years while being told they are still “under evaluation.” Reward systems often appear inconsistent and concentrated around a small inner circle, which damages morale across teams. The studio’s culture also discourages disagreement or alternative perspectives. Employees who challenge decisions or propose different approaches can feel sidelined rather than supported. Creativity and ambition are often spoken about externally, but internally there can be resistance to anything outside established leadership preferences. The location itself is another major drawback. Middlesbrough may suit some people, but many relocating employees struggle with the environment, lack of opportunities outside work, and concerns around safety and quality of life. For people moving from larger or more international cities, the adjustment can be particularly difficult. Ultimately, Double Eleven feels like a studio with strong branding but significant internal cultural problems. Talented and ambitious people may quickly find themselves frustrated, undervalued, and emotionally drained. While every workplace has flaws, the gap between the company’s public messaging and many employees’ lived experiences is difficult to ignore. The company speaks about integrity, humanity, and ambition, but too often those values feel selective or performative in practice rather than consistently reflected in leadership decisions. For anyone considering joining, it is important to look beyond the marketing and speak honestly with current and former employees before making a decision.