Wordans review: Toxic Leadership and Inequality: My Experience at Netenders Sales

Soon, I intend to share my personal experience at Netenders — including my interactions with the CEO, Eric Gautier, COO Nolween Conan, and the other managers— with international organizations focused on preventing workplace harassment, discrimination, and inequality across Europe. I believe that sharing real stories can help prevent others from facing the same kind of devaluation and mistreatment I experienced. This is my personal experience; there are also others who have faced similar situations.

This review is based on my own time at the company and aims to raise awareness. I personally encountered situations I would describe as emotionally exhausting and professionally discouraging. I witnessed patterns of workplace behavior that I felt were incompatible with a respectful, merit-based environment.

In my experience, salary differences were extremely wide — Managers, with limited experience outside of Netenders, were reportedly earning up to €9,000 per month. Meanwhile, others employers who consistently delivered high-quality work struggled to even be acknowledged, let alone rewarded. I personally found this dynamic demotivating and felt it fostered inequality.I also noticed what I perceived to be an unhealthy work culture — one where criticism was often met with pressure or silence, and where some employees seemed afraid to speak openly. Several colleagues, including myself, experienced high levels of stress and discomfort. Some even left the company after a short time.

At various points, I personally observed behavior that I felt bordered on public humiliation during meetings or in group chats. There were moments when communication was aggressive or intimidating, which, for me, made the workplace feel hostile rather than collaborative.
I experienced situations that, in my view, crossed ethical, moral, and professional boundaries — including irregularities in how my salary and wages were reported, paid, and recorded in the payroll system, which could have broader implications for official government reporting. Based on my experience, I believe that individuals not favored by the CEO, Eric Gautier, and the COO Nolween Conan may be subject to unfair treatment within the company.

Desventajas

Delays in salary payments occurred on more than one occasion during my time there, which created additional pressure for employees. In my own role, I was often placed in difficult situations when dealing with customers, due to internal limitations or lack of operational support.

Structurally, the company operates in a Dropshipping model that appears highly dependent on external providers, which, from what I experienced, often led to operational instability and customer dissatisfaction.

I do believe in the importance of sharing honest feedback — not to attack anyone personally, but to highlight issues that, in my view, deserve scrutiny and improvement.

In particular, I observed that certain individuals Manager positions despite having minimal professional experience outside of Netenders — a fact easily verified through publicly available résumés. While this is my personal observation, I find it concerning, especially when such individuals are actively involved in perpetuating a culture that, in my view, lacks empathy, transparency, and respect.

I also personally do not believe that a meaningful transformation will happen unless those in power are willing to self-reflect and accept responsibility for the culture they maintain. Managers may imagine transitioning to respected multinational firms in the future, but I believe that will be difficult if their leadership legacy is defined more by obedience and personal loyalty than by competence or ethical management. There is a world outside of Netenders, and at some point, those involved will have to face it — possibly without the protection or privileges they once relied on.

CEO Eric Gautier and COO Nolween Conan should understand that money does not buy genuine respect, trust, or loyalty — nor does it build a sustainable company culture. A workplace must be a space for professionalism, dignity, and mutual respect. Following orders within a company does not guarantee long-term security or reputation. If the foundation is built on fear or favoritism, it is only a matter of time before external reality intervenes — and reputations built on internal influence may not stand up to scrutiny when experience and track record are evaluated externally.

Other Managers within the company also need to recognize the importance of gaining real, meaningful experience — and that participating in or tolerating the mistreatment of colleagues will not contribute positively to their future careers. Leadership built on enabling a toxic culture is not a strength — it may, in fact, become a burden in the long term.