Zollman and White would get into fights about the return on investment for user outreach, to the point that Zollman quit before her one-year bonus time, sensing that her contributions were no longer valued. And she had other reasons too: the shuttle commute, the fact that she couldn’t bring her dog to the office, that employees were no longer hanging out like they used to. Mostly, she hated Facebook’s metrics-based employee review process. How could she show she was driving growth if she was just in charge of inspiring people?
