Runa Reviews

Hello, Our CEO is the first person to say we need more GMT leadership and these hires are of the highest priority. It is shortsighted and simply unfair to criticise him for taking ownership and filling the gaps while we hire new leaders for our next stage of growth. We’re in the process of hiring at leadership level for our Customer Account Management and Partnerships Account Management teams and both teams have been consulted about the needs for these hires. That aside, since the CEO has taken on the responsibility of these teams there has been an increase in performance and productivity. Across all levels, when individuals are underperforming they are given the chance to improve, with performance plans and regular written and verbal feedback. Only in cases where there isn’t an improvement in performance, would we consider parting ways. Our value of Build Trust' is the ability to challenge one another to win, which means prioritising the right answer over being right. This isn’t a culture of gas lighting. There isn’t a hierarchy where one person’s questions or concerns are seen as more or less important because of their seniority. We regularly review our eNPS and monthly pulse surveys to understand employee happiness and ways for us to improve. Over the past 3 quarters, 89% of people in the business either agree or strongly agree that people are treated fairly. I'd be more than happy to discuss further. Please feel free to email me at oliver.lochhead@runa.io Thanks, Oliver Senior Talent Manager

Hello, Our CEO is constantly encouraging teams and individuals to innovate, challenge one another and think creatively to problem solve. This means challenging one another to drive the right outcomes, which specifically ties to our value of building trust. Our eNPS results show that over 80% of employees feel Runa lives it's values and trust in the the leadership team, and over 90% are treated fairly which refutes your suggestion of intimidation and fear and is factually incorrect. We have a clearly defined and structured performance management framework companywide, people are not simply 'deactivated'. When individuals are underperforming they are given the chance to improve, with performance plans and regular written and verbal feedback. It is only in cases where there is no improvement in performance that we consider parting ways. At this point we provide transparent communication to the company about the situation. I'd be happy to discuss further if you wish to oliver.lochhead@runa.io Best, Oliver Senior Talent Manager