Very high turnover across engineering, support and management levels — a clear symptom of deeper structural and cultural problems.
Leadership operates in silos, often driven by short-term financial or IPO-related goals rather than building a sustainable organization.
Constant pressure, unclear priorities, and poor communication from the top. Strategic changes are announced without context or follow-up.
Middle management has little to no autonomy; decisions are often made unilaterally by a small circle of executives disconnected from operational reality.
Lack of transparency regarding departures, compensation alignment, and workload expectations.
Work-life balance is poor, and high performers often leave first.