Technology leadership lacks credibility and competence
Many technology leaders do not possess sufficient technical or strategic understanding of the domains they oversee. Experienced professionals are routinely managed by individuals who do not understand the work, yet make consequential decisions about scope, priorities, and performance. This creates dysfunction, rework, and constant frustration.
Institutionalized overwork and role exploitation
Job descriptions are deliberately vague and endlessly expanded. High-performing employees are expected to absorb leadership gaps, operational failures, and cross-functional work with no increase in authority, title, or compensation. Over-functioning is not an exception—it is the operating model.
Gaslighting disguised as culture
“People-first,” “psychological safety,” and “work-life balance” are heavily promoted but poorly practiced, particularly in DT&D. Employees who raise valid concerns are minimized, labeled as difficult, or told they are the problem rather than the environment.
Extraction of senior talent without reciprocity
Experienced employees are used to stabilize teams, train others, and make leadership look functional while being denied advancement or meaningful recognition. Loyalty is leveraged, not rewarded.
Disrespectful and opaque layoff practices
Layoffs are handled with minimal transparency and little regard for tenure, contribution, or institutional knowledge. Employees who carried the organization through years of change are treated as easily replaceable.
No viable path for growth
Exceptional performance does not lead to advancement. The message is clear: give more, expect less.
