Pros
- This used to be a genuinely great company to work for. - Strong individual contributors who care deeply about customers and doing good work. - Talented teams who support each other in spite of leadership, not because of it. Unfortunately, these positives reflect what the company WAS, not what it is now.
Cons
- The decline started immediately after the previous CEO left and a new COO was introduced. - The COO demonstrated a clear lack of experience in company-wide operations, with decisions made in isolation and without understanding downstream impact. - An obsessive and short-sighted focus on G2M came at the cost of operations, delivery, employee wellbeing, and long-term sustainability. - Core teams were neglected, overworked, and expected to absorb leadership failures. - No meaningful pay increases or bonuses, regardless of performance or impact. - Management actively searches for any excuse to cut costs, including compensation. - Ridiculous and unsustainable workloads caused chronic burnout. - Toxic sales leadership repeatedly reported and consistently ignored. - Behaviour that would be unacceptable elsewhere is protected as long as revenue is involved. - High performers are leaving en masse, while toxic and low-impact individuals remain, often shielded or promoted. - No real career progression unless you play internal politics. - There is a clear and ongoing leadership capability gap at the senior level. - Leadership regularly relies on lower-level teams to do the real work, then shifts blame when initiatives stall or fail. - Credit flows upward. Accountability does not. - A deeply embedded blame culture that never reaches the executive level. - As employees finally began speaking out, there was a sudden influx of short, overly positive, suspicious reviews. - Instead of addressing valid criticism, leadership chose to bury the truth with noise. - Optics over honesty. Messaging over meaning. The result is a sinking ship, driven not by market conditions, but by leadership failure.
