OTHERWORLD

Immersive virtual reality entertainment venues
Last updated:
January 29, 2026
Company details
HQ
HEADCOUNT
100-499
ORG TYPE
Startup
SECTOR
Media & Comms
About the company
OTHERWORLD is a UK immersive entertainment business operated by The Dream Corporation, best known for multi-sensory VR “immersion pod” venues with food and drink. The company runs locations in London and Birmingham, with expansion talked about publicly for Manchester and Edinburgh. The work spans venue operations (guest experience, bar, floor teams), plus a smaller HQ layer covering product, partnerships, and central operations.
Locations and presence
OTHERWORLD is London-headquartered and runs multiple sites across London plus Birmingham. Public coverage links the next wave of growth to Manchester and Edinburgh, although opening dates have not been pinned down.
Palpable Score
53.0
/ 100
OTHERWORLD is an accessible first job in the sense that venue roles exist and the business has multiple sites, but the public hiring evidence is light on structured early-career support and pay transparency. Employee feedback that mentions communication issues and limited progression keeps the overall score in the low 50s.
Pillar 1: Early-career access

Score

14.0
/ 20
  • The company runs consumer venues where entry routes typically include front-of-house, guest support, and bar roles, and employee reviews reference frontline roles like Bartender.
  • OTHERWORLD’s careers messaging explicitly calls out guiding guests in city-centre venues as a core type of job the company hires for.
  • The company does not make it easy to verify a steady pipeline of 0–3 year roles because the careers page copy is visible but the actual live vacancy list and requirements are not publicly readable in a straightforward way.
Pillar 2: Hiring fairness and transparency

Score

10.0
/ 20
  • The company’s main careers page is clear about the types of teams hiring (operations, product, people, finance, growth and marketing), but it does not spell out interview stages, timelines, or assessments.
  • OTHERWORLD has employee feedback that mentions slow responses and lack of communication, which is exactly what early-career candidates struggle with most when they are waiting between stages.
  • The company has at least one public industry listing that named specific open roles at a point in time (including Finance Associate and Sales, Reservations and Support Agent), which suggests some structure, but that detail is not kept current in an obvious public place.
Pillar 3: Learning and support

Score

11.0
/ 20
  • The company says the business invests in development and “regularly” promotes from within across teams and locations, which is the right promise for early-career growth.
  • OTHERWORLD’s work setting naturally creates hands-on learning through customer-facing delivery and on-shift coaching from operations managers, but that support is not described as an onboarding plan or training pathway in public role pages.
  • The company has mixed signals in employee feedback, with some comments praising informative managers and others flagging internal politics and poor treatment, which usually means support quality varies by site and manager.
Pillar 4: Pay fairness and stability

Score

9.0
/ 20
  • The company does not publish salary ranges on the public careers page, which limits early-career pay fairness checks before applying.
  • OTHERWORLD has employee feedback mentioning “no tips” in a bartender role, which matters in hospitality-style venues where take-home pay often depends on tipping or service charge.
  • The company has very limited public detail on benefits, overtime policy, or pay progression for venue teams, so stability is hard to judge from public information alone.
Pillar 5: Early-career outcomes

Score

9.0
/ 20
  • The company has employee feedback that includes “no real ability to move up,” which is a direct negative signal on early-career progression.
  • OTHERWORLD’s LinkedIn footprint points to a mid-sized employer (51–200) rather than a tiny team, which can support internal moves, but public examples of promotions or step-ups are not visible.
  • The company has mixed workplace sentiment in public reviews, and without published retention or internal mobility data (12–24 month retention, promotion rates, manager quality measures), outcome confidence stays limited.
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