Pros
At par pay Hybrid work
Cons
The organization largely operates in a services/custom delivery mode for specific clients rather than as a true product company. Product has little say in strategy or roadmap. The current product leader in India functions more like program/project management. With two senior AI PMs exiting, the product function is now led by a local product head with no clear product thought process. The team is left executing “what’s possible” instead of building what’s valuable, scalable, or strategically correct because this leader gets threatened by people who can define these and then throws them under the bus resulting in everyone who reports to her either exiting within short tenures or changing team, indicating systemic issues rather than individual fit. Hiring, promotions, and recognition ONLY influenced by personal and cultural proximity to local CTO rather than merit. This pattern is visible across Product and Tech leadership. Several capable AI Product Managers who clearly could define AI product vision and requirements have exited since October. High performers and those who are intelligent enough struggle to survive in an environment that rewards compliance over critical thinking. HR has minimal influence on culture or leadership accountability. They will only come and post fake reviews on Glassdoor when they need to start hiring. No one ever addresses root causes.Hence the downfall for the last 2 years. After the ex CEO and co-founder’s exit, the current CEO had an opportunity to bring in strong partners to drive growth, but instead the focus seems to be on people who primarily execute orders rather than contribute strategically. This approach has slowed progress—while others are scaling rapidly, the company remains stagnant.