The company has faced frequent changes in leadership, especially on the technology and product side, creating instability and confusion in direction.
Many of the appointed tech and product leaders lack the necessary experience, resulting in missed opportunities and inefficiencies.
During my time there, a full year of development effort went into building a product that ultimately had no real user adoption, yet was still celebrated internally.
Leadership often sets unrealistic KPIs and timelines, fails to meet them, and tends to assign blame to developers rather than addressing underlying planning issues.
The engineering team suffers from weak technical management and inconsistent hiring standards. Some team members introduce unnecessary abstractions that delay product rollouts significantly. Daily standups often drag on without clear outcomes, serving more as lengthy status updates than decision-making sessions.
Retrospectives rarely translate into actionable improvements.
Feedback from developers is sometimes dismissed, especially from those outside the preferred inner circle.
This has led to biased decision-making and low team morale. There’s potential for improvement if leadership focuses on accountability, consistent technical direction, and genuine collaboration.
