What is the Web3 workplace really like? An observational sample from a leading exchange

Original | Odaily Planet Daily (@OdailyChina)

Author｜Golem (@web 3_golem)

Over the past year, more and more Web2 practitioners have begun to seriously consider entering Web3.

Whether it’s layoffs at major internet companies, AI restructuring job roles, or the increasing popularity of the crypto industry, these factors are driving talent movement. But at the same time, a stark reality is becoming more apparent: most people’s understanding of Web3 workplaces still comes from fragmented personal experiences and highly polarized public opinions.

Negative labels such as instability, non-compliance, and high pressure often dominate mainstream narratives. When information sources are highly dispersed, what’s truly lacking are systematic sample observations.

Therefore, instead of discussing abstract evaluations, it’s better to return to the samples. By interviewing Web3 employees and cross-analyzing organizational structures and recruitment data, we aim to present the real working conditions of employees in a Web3 company. For this study, we selected Gate as our subject. Founded in 2013, Gate is one of the world’s leading trading platforms, representing scale and having been in the spotlight of public opinion.

When narratives focus on specific companies, roles, and individuals, many judgments naturally become more nuanced.

Does remote work make Web3 employees feel uneasy?

Every morning, Olivia wakes up promptly at 9 a.m. She doesn’t need to rush for the subway or fight for elevators, nor does she have to endure the city’s rush hour. After a simple wash-up, she walks into a fresh-air park downstairs and starts her day with 40 minutes of yoga. Once she finishes breakfast, it’s 10 a.m., and she sits back at her screen to join the department’s morning meeting. She reviews yesterday’s work with colleagues from around the world and plans for the new day.

Olivia isn’t an executive at a big company; she’s just an ordinary employee at Gate. Although Gate has nearly 3,000 employees worldwide, most work remotely, distributed across the globe. In recent years, Gate has also begun establishing physical offices in licensed regions such as Japan, Dubai, the US, and Malta, extending online collaboration into offline physical presence.

There are no clock-in or clock-out systems, no strict time management. Despite working in the fast-paced crypto industry, Olivia can enjoy her life freely. “Gate doesn’t care where you work from—you can be with your kids, take care of your family, or even work while traveling—completely fine,” said Gate founder Dr. Han in an interview when discussing the differences between Web3 and traditional industries.

Remote work is a common mode in Web3. A 2025 crypto industry workplace survey shows that over 66.7% of Web3 companies support remote work.

But remote work is a double-edged sword for employees. The high degree of freedom offers convenience but also makes it harder to judge whether a company is reliable.

After all, remote work naturally reduces organizational “visibility.” In traditional companies, employees can gauge the company’s operational status through daily observation. In a remote environment, this perception is replaced by screens.

If someone has never visited the company or met their boss and colleagues in person, how can they determine if the company is legitimate? The 2025 crypto industry workplace survey highlights this concern: over 40% of people leave Web3 due to worries about job stability and the chaotic nature of Web3 companies.

This concern has led many talents to gather in long-term-oriented Web3 companies.

Alex is currently responsible for global middle-office operations at Gate. He just completed his first year there. Before joining Gate, he had been in crypto for six years. His extensive experience makes Alex more adept at choosing reliable Web3 companies. “Gate was founded 13 years ago, and many employees have over six or seven years of experience. There are even some who have been around since the early days, with over 12 years. That’s rare in Web3,” he said.

One reason Alex joined Gate was for security. “I don’t worry that the company is just chasing big profits and then running away.”

Additionally, a Web3 company’s compliance can alleviate some of the insecurity caused by remote work and attract high-end talent from traditional finance.

According to official information, several entities under Gate have completed regulatory registration and license applications in Malta, the Bahamas, Japan, Australia, and Dubai.

Gate’s proactive compliance efforts have attracted high-end talent from traditional finance, such as Kevin Lee. Kevin previously worked at J.P. Morgan and is now the Chief Business Officer (CBO) at Gate. Before entering Web3, he spent about 15 years in traditional finance.

“Although we only announced the licenses we obtained in many countries last year, we’ve been preparing since 2018,” Kevin said. His career transition from traditional banking to a compliant exchange aligns perfectly with Gate’s compliance goals. “At Gate, I can maximize my personal value.”

But not everyone adapts well to remote work.

For those used to the rhythm of physical offices, remote work demands higher self-discipline. Without fixed working hours or face-to-face communication, some feel their rhythm is disrupted, even experiencing isolation.

Especially during project-intensive periods or industry volatility, the higher information synchronization costs in remote settings can amplify anxiety. Tasks that require collaboration can easily turn into “everyone working alone.”

Therefore, remote work is both a natural benefit of Web3 and a work mode that demands higher personal capability.

Another downside is that colleagues may become emotionally distant, weakening team cohesion. To address this, and to bridge gaps among employees from different regions and cultures, the 2025 crypto industry workplace survey shows that most people believe offline team-building activities are crucial besides frequent meetings.

But for Web3 companies supporting remote work, offline team-building is often a “luxury.”

Olivia’s previous employer was also a remote exchange, but during her three years there, she never attended an offline team event. After joining Gate just two months ago, she experienced her first team-building activity. She was surprised: “This was my first team-building event.” Afterward, she felt that meeting face-to-face really helped strengthen bonds. “I feel more familiar with the team now.”

Why is Web3 becoming a new talent hub?

For many job seekers, potential and personal growth prospects are top considerations before joining an industry or company.

According to CoinDesk’s latest exchange review report, Gate has nearly 50 million global users. In January, it ranked third in the global spot market share among centralized exchanges and fourth in derivatives, being recognized as one of the fastest-growing mainstream trading platforms worldwide.

A platform with promising development prospects and rapid growth naturally attracts talented individuals with professional skills and growth ambitions.

In terms of talent composition, Gate’s team is highly international and well-educated. 89.33% hold a bachelor’s degree or higher, including 22.33% with a master’s degree or above, and 4.6% with a doctorate or higher. Globally, over half of the team graduated from international universities, with 5.2% from QS top 200 universities.

Although Web3 is considered an industry that doesn’t set strict educational requirements, it emphasizes rapid learning and interdisciplinary skills. High educational backgrounds often indicate strong professional training and international perspectives, aligning well with Web3’s open and global nature.

Grace, who is responsible for trading product design at Gate, previously worked at Tencent. After an unsuccessful incubation project, she joined a top 5 crypto exchange in Web3 in 2021. In February 2025, she decided to switch to Gate.

Her motivation was personal growth. “Before 2025, the crypto trading business at my previous company was stable, but Gate is still growing strongly. I believe there’s more room for development here,” Grace said. She first noticed Gate’s rapid listing speed and comprehensive coin offerings compared to other exchanges.

Her decision was also influenced by her direct supervisor. “I joined Gate with him. At my previous company, I was only busy with immediate tasks and had no time to improve my skills. At Gate, I have space to gain experience and broaden my horizons,” she explained. This was a key reason for her move.

A senior HRBP at Gate shared that even during recruitment, Gate doesn’t overly emphasize candidates’ past experience. Instead, self-motivation, passion for the industry, and innovation are more important. As a result, many Web2 talents apply to Gate.

Alex, who has worked at multiple exchanges, believes there are more growth opportunities in Web3. “Good operations require support from product and development teams. Gate responds very quickly—if you have good ideas, the company will give you opportunities,” he said. That’s what makes Web3 so attractive.

On a solid, fast-moving ship, sailors naturally prefer to stay aboard. This is also the real thought of Web3 employees when approached by headhunters. “In terms of benefits and growth opportunities, I think Gate is very competitive,” Olivia said. She recently declined an offer from a headhunter in mid-January to stay at Gate.

Are employee incentives and benefits at Web3 companies reliable?

Besides industry prospects and personal growth, salary and benefits are key considerations for job seekers. The 2025 crypto industry workplace survey shows that overall salaries in Web3 are not higher than those at most leading internet companies. Most monthly salaries range from $1,500 to $4,000 (about 10,500 to 28,000 RMB).

While the absolute value of Web3 salaries isn’t significantly higher, combining it with “geographical arbitrage” makes it quite attractive. Even though salaries in big cities are high, living costs are also substantial. Web3 employees can earn city-level salaries while living in smaller cities, and when considering quality of life and environment, they often enjoy a more comfortable life at the same pay.

Regarding benefits, a Gate HR said that although employees are spread worldwide, the company still operates local entities to comply with local laws and provide benefits accordingly.

Beyond statutory benefits, Gate has established a comprehensive employee welfare system, including holiday bonuses, growth stipends (for learning English, crypto knowledge, etc.), and emergency funds to support employees in difficult times.

For year-end bonuses, Web3 companies with stable revenue streams, like exchanges and media, typically give at least 1-3 months’ salary as a bonus.

Specifically, at Gate, the average employee receives a year-end bonus equivalent to 2–6 months’ salary.

Founder Dr. Han announced at the February 6th Gate global annual meeting that the company will continue increasing incentives for top talent, with the 2025 year-end bonus for SS-rated employees reaching 20 months’ salary.

An HR staff also mentioned that Gate’s talent mechanism adheres to the principle of “high effort, high reward.” Through transparent evaluation and clear career paths, they promote positive feedback between individual growth and platform development, focusing on elite talent and long-term value. Besides year-end bonuses, contributions and personal growth are also rewarded appropriately.

Just one month after Grace joined Gate in March 2025, she was recognized and rewarded for her outstanding contribution to the 12-week rebranding project. “It felt great to be appreciated,” she said. This recognition aligns closely with her personal value realization.

Alex also benefited from this incentive system. When he joined Gate in February 2025, he was involved in a major project launch. Due to his excellent performance, his salary was increased by 20% within less than six months, and he was promoted from contract operations to multi-sector management.

Does Web3 necessarily mean “996” work hours?

Work modes like 996 and 007 have long been criticized in Web2. Does the remote, flexible schedule in Web3 imply “working all the time”?

Gate’s workload is indeed heavy, given the exchange sector. “Not working hard isn’t an option,” said Olivia. The crypto industry is fast-paced, and the 24/7 operation of exchanges demands quick responses to market changes.

However, from employee accounts, even in such high-intensity Web3 companies, a strict 996 schedule isn’t necessarily the norm.

Objectively speaking, remote work combined with Web3’s particularities means no crypto worker can truly separate work from life. Olivia said she usually finishes work around 6-7 p.m., but if there’s urgent work, she’s willing to respond. “It’s impossible to completely disconnect from Web3 after hours.”

Kevin, from a traditional finance background, also has a unique perspective. He recalls working as a stock trader in a bank, often sitting for 10 hours straight, monitoring six screens. Compared to that, although his current work at Gate is busy, it offers much greater flexibility.

“Because my daily work has a lot of personal flexibility, I’m willing to contribute even on my days off if needed,” Kevin said. He cited the example of token launches by Trump, where even on Saturdays, the team continued working. But he believes that such sudden situations are rare, and quick responses shouldn’t be equated with “996.”

Gate’s results-oriented work style, paired with the “high effort, high reward” principle, allows for significant rewards for extra contributions.

An HRBP at Gate said that aside from industry emergencies, when new features or projects launch, employees’ working hours may increase temporarily. In return, the company offers project bonuses and year-end performance bonuses. Therefore, Web3 leans more toward “more work, more pay,” and blindly stacking work hours is pointless.

Better to experience firsthand than to believe rumors

While most employees give positive feedback about Gate, there have been criticisms over the past year, such as strict management and large-scale layoffs.

No company can satisfy everyone, so both positive and negative reviews exist. Kevin, Gate’s Chief Business Officer, said that in the past three years, Gate has undergone significant organizational changes. With rapid business growth, staff numbers expanded quickly, posing management challenges.

“The first challenge is to strengthen the promotion of Gate’s brand image, so the market understands what Gate truly is; the second is to promote Gate’s organizational culture among employees, so that every employee can represent Gate externally; the third is to improve communication channels for upward feedback, so every employee’s voice can be heard,” Kevin said. He added that Gate is working on these improvements, but it takes time.

Alex noted that although work at Gate is busy, the team atmosphere is relaxed. “I’ve been here less than a year, and I already have over two or three hundred emoji stickers from colleagues on Lark.” Olivia also said she wasn’t affected by negative rumors when she entered Web3.

Data from Gate’s HRBP confirms that even if external perceptions of Gate are somewhat negative, recruitment indicators like candidate inquiries and offer acceptance rates have not declined significantly, nor has overall hiring been impacted.

It’s understood that Gate’s 2025 recruitment target was met, with over a thousand new hires across entry, mid, and senior levels, supporting new business development and talent quality upgrades. The attrition rate was maintained at 5-10%.

In fact, personnel turnover at Gate remains relatively stable compared to other Web3 companies. Founder Dr. Han recalled that in mid-2022, during a major industry layoffs, many exchanges cut 20-30%, while Gate only cut about 5%. “Gate has never been a ‘big bang’ type company. Whether hiring or personnel adjustments, we always proceed cautiously and steadily,” he said.

However, in 2026, whether in Web3 or other sectors, a wave of layoffs may occur—not due to a bear market, but because of AI.

On February 27, Twitter (now X) founder Jack Dorsey’s fintech company Block announced a large-scale layoff, reducing staff from over 10,000 to less than 6,000—a 40% cut. Dorsey explained that AI has created a new way of working, and rather than passively accepting change and gradually laying off staff over months or years, it’s better to proactively adapt now.

The scenario predicted in the viral article “The Global Intelligence Crisis 2028,” which garnered over 30 million reads, is unfolding: as AI integrates into enterprise workflows, profit margins expand, earnings surpass expectations, and stock markets soar. But many white-collar workers will be eliminated.

Dr. Han believes that up to 90% of traditional job capabilities could be reconstructed or eliminated by AI in the future. Therefore, efficiency and speed are becoming core competitive advantages. Companies must fully embrace AI, reshape products and user experiences, but the integration of AI and Web3 is not just about adding features; it’s a systemic overhaul of financial infrastructure and value distribution.

This “intelligent crisis” isn’t unique to Web3 but a challenge for the entire tech industry. However, Web3’s rapid evolution, open culture, and tech-driven nature make it naturally suited for AI integration. In a sense, Web3 might be one of the few fields that won’t be replaced by AI—instead, it could leverage AI to trigger a new wave of employment opportunities.

Gate is not only a microcosm of the Web3 industry but also a typical Web3 company case. As a trading platform still in rapid expansion, like the entire Web3 sector, Gate’s growth is inevitably accompanied by controversy, misunderstanding, and noise.

But flaws don’t overshadow the truth. Employees inside Gate know what a real Gate looks like, and they understand what a genuine Web3 workplace is. Instead of hesitating from the outside, it’s better to join a Web3 company firsthand and “taste the flavor.”