- Tone deaf leadership who only look out for their own careers and public perception. Just look at the CEO. Days after a second round of brutal layoffs in just 6 months, he brags on LinkedIn about being on the cover of SAS magazine and being featured in Crain’s Top 50 Under 50. Is this really a leader worthy of good publicity?
- The same can be said for the CMO, who bailed on his team after both layoffs. The first time he took nearly a month-long vacation overseas and came back pretending nothing happened. The second time (he’s still OOO at the time of writing this), he’s on a remote camping trip. Is this a leader worthy of respect from his team? No wonder why his top VPs left for better roles during the pandemic.
- The former CRO was a bully to his employees and forced out due to many negative reviews on Glassdoor. Unfortunately, he now heads up ThreeKit, the CEO’s latest project. It’s so painfully obvious he cares more about ThreeKit than G2 now.
- Middle-management can be toxic depending on your team and routinely tests your loyalty to the company.
- If you’re not a “yes man” you will get isolated quickly. Many of the people who were laid off questioned poor strategies at G2. They went against the status quo and thought too outside the box. They were promptly eliminated.
- G2 is incredibly wasteful. They spent nearly 7-figures on a new staircase as part of a new office in Chicago. They went in hyper-growth mode and opened offices in London, Bangalore, and other small locations when they knew they didn’t have the funds to do so. I cannot tell you how much food was wasted each day in the kitchen from their free lunches and restocks. Their REACH event hemorrhaged money and fell short of expectations for the sales team. The wasteful spending got so bad, Business Insider published an article about it.