JOSYS Reviews

Recent office attendance policies for the Bangalore team have created frustration among engineers. The concern is not only about coming to office, but about how rigidly the policy is applied even when employees are working, delivering, and taking ownership from home. In some cases, people feel they are expected to apply leave despite having worked during the day, simply because they were not physically present in office. This creates a sense that output and ownership matter less than physical attendance. The company originally grew with strong virtual collaboration, so the sudden shift toward stricter office expectations feels disconnected from how many teams have successfully delivered so far. For Indian employees, commute time, family responsibilities, traffic, and local constraints are real factors. A policy copied from larger global companies may not work well for a growing startup unless it is adapted thoughtfully. Another concern is that employees are being asked to come to office more frequently, but basic support such as commute assistance, meals, or other conveniences has not been sufficiently considered. This makes the policy feel one-sided.

1. Leadership Incompetence The Engineering Directors, including the Senior Director, lack basic foundational knowledge in engineering and AI. They contribute zero technical substance and instead prioritize corporate politics and "management theater." Their primary strategy is "pyrotechnic management"—manufacturing crises only to take credit for extinguishing them. The Senior Director, in particular, stands out as a fundamentally catastrophic hire with no technical value. 2. Lack of Technical Vision The company is operating without a functional CTO or a legitimate technical roadmap. Development has devolved into "vibe-coding" because there is no authoritative technical bias or leadership. Consequently, engineering is no longer a mission; it’s just a spiritless, day-to-day grind for a demotivated workforce. 3. Counterproductive Rigidity The refusal to offer WFH flexibility—enforced by the petty, automatic deduction of leave—is an anti-engineering policy. Forcing office attendance in a company led by non-technical managers is a blatant display of "butts-in-seats" culture that actively stifles productivity and insults the intelligence of the developers. 4. Broken Support Ecosystem Product Managers have become glorified mailmen, blindly redirecting post-sales issues to developers. Because there is no technically competent customer support team, developers are forced to abandon P0 roadmap items to fix basic field issues. Treating post-sales debugging as the "number one priority in life" is a death sentence for actual product innovation. 5. Delusional Product Management Grooming and retrospectives are non-existent. Product Managers operate in a total vacuum of reality, attempting to provide "technical advice" that is as unwanted as it is ignorant. They are attempting to build a "cherry orchard" on a foundation of engineering rot, showing a complete lack of respect for the technical debt and structural issues they’ve ignored.