Strategic decisions increasingly feel driven by private equity priorities rather than long-term product health or employee development. Employee surveys such as the Engagement Survey have repeatedly surfaced concerns around senior leadership—particularly micromanagement, limited psychological safety, and a lack of meaningful commitment to employee career growth—yet many employees feel these concerns have not been adequately addressed.
Frequent reorganizations and layoffs have significantly reduced institutional knowledge in critical areas. The loss of SMEs has made it harder for teams to maintain and evolve complex systems responsibly.
There are also ongoing concerns about culture and inclusion. The departure of DEI leadership, limited promotion opportunities for some groups, and perceptions of biased hiring practices have negatively impacted trust among women and minority employees.
Another challenge is prioritization. Significant time and resources are being spent on AI proof-of-concept projects that may take years to reach production value, while smaller customer-requested improvements, platform hardening, and technical debt reduction are often deferred.
Finally, employees with strong domain expertise, education experience, and the desire to grow into new roles are sometimes overlooked. Organizational reshuffling can make people feel like they are moved between roles without clear alignment to their skills or career goals, often out of concern about job security in a challenging market.
