I actually really like it here - Insights Analyst Unrival Employee Review

- great belief in building the best & unique product - clients love what we do and we have a very good relationship with them - its a pleasure to work with biggest and most successful companies, like: Google, Vodafone, AWS, Dassault, Intel etc - big freedom but also a big responsibility - since the company transitioned to SaaS, there is huge growth potential, not only in the space of ABM, data & insights but also enterprise collaboration... we are not afraid to explore, iterate and the business is very ux-oriented - delicious oat milk coffee :) - we play sports together: squash, swimming, cycling, pilates - we have many spontaneous surprises going on - we have a new team, full of experience and positive energy - CEO is very open to ideas and his biggest advantage is that he wants to make everyone successful around him

- transition to SaaS was very tough, the change affected temporarily the morale, and Unrival in order to move from full service business had to let many people go at some point, however it was necessary and the new team looks forward to the great future - we still need to establish new practices and tools, Unrival now feels a bit like a new start-up which is exciting but not fully organized yet - probably like every start-up we made some mistakes, but luckily we are quick lerners

The people in the Bristol office were great (pre-redundancies), there was an attempt to introduce wellbeing initiatives (Bristol office) though short-lived (due to redundancies), the social side of the Bristol office (pre-redundancies) was also very positive.

It felt as though this company made a very swift transition from services to SaaS, which was poorly considered, managed and communicated. This decision came from the senior leadership team, based in London, and was communicated to the bulk of the company’s workforce based in Bristol. As a result the teams in Bristol who were responsible for fulfilling client work were faced with mass redundancies. During the transition, the plan about the future of the company, and how it was going to deliver on the aims seemed to change very rapidly - even after redundancies. I did not feel very well line-managed in my role. I did not receive any training or general on boarding when I started, I did not have regular catch-ups with a manager, nor did I receive any communication about workload or feedback on any work unless I chased for this. Though there was talk of funding for additional learning, and being involved in other projects, this did not happen equally across all staff. These promises were concentrated disproportionately amongst few staff at the London office. The redundancies have left very few staff (~3) at the Bristol office, and ~5 in the London office.