What's the Work-Life Balance Like at Teya?

Key Insight for Candidates

• Remote or Hybrid Flexibility: The company highlights a hybrid model with trust over micromanagement and uses weekly/monthly touchpoints (team coffees, biweekly “Teya News,” monthly “Teya Connect”) to keep people aligned without requiring constant office presence. Employer materials emphasize location flexibility alongside connection rituals to maintain cohesion.
• Autonomy Over Hours: Field and independent sales roles are described as offering the freedom to manage one’s own hours and pipeline, which feedback suggests supports family time and personal scheduling. The culture also promotes ownership and shaping how work gets done.
• Time Off Access: Paid holidays and around 25 days of annual leave in some markets are noted, providing predictable opportunities to disconnect and recover. These entitlements indicate accessible time away across multiple locations.

• Time Pressure: Work is framed as fast‑moving with high execution standards, shifting priorities, and occasional ambiguity that some experience as pressure. Accounts include periods of late evenings or weekend work in certain teams.
• Workload or Staffing: Long hours in specific functions and reorgs during scaling are cited as concentrating workload and making balance uneven across teams and offices. Variability by function (e.g., product/engineering/ops vs. field sales) suggests resourcing does not always keep pace with demand.
• Unsupportive Culture: Narratives reference inconsistent leadership, cliquish dynamics, and weak structure in pockets, which can erode boundaries even where formal flexibility exists. Some teams are described as toxic or “hire‑and‑fire,” heightening stress.