Masabi Reviews

Bullying seems to be celebrated in mid and upper management. About as opaque a decision making process as you can get in an organisation that refers to you as a resource to your face. Decisions and responsibilities fluctuate like the wind. Communication is often very disorganised and disjointed. A culture of eschewing ownership - "let's pass the buck until it stops with someone else or falls down the plughole." Some teams have managers that refer to themselves as "queens" in internal wikis. Perhaps not a con if you are into monarchist hierarchies in the workplace, but these days it feels outdated as a business practice.

Masabi’s "people-first" promise is a cynical fiction. PeopleOps is duplicitous, projecting an image of support while quietly cutting pay, reducing benefits, and systematically pushing out experienced European staff. Roles are now almost exclusively advertised in Colombia—an openly justified move to cut costs and "increase flexibility," which translates to hiring and firing at will. ​This cost-cutting has direct business consequences: ​- We have seen a noticeable increase in product outages. This is a direct result of work being offloaded to inexperienced, first-time role employees in Colombia. ​- These new teams are heavily reliant on their experienced counterparts and managers in Europe, which is strained further by significant time zone challenges and poor planning. ​Innovation has died here, due to the ineptitude and self-interest of the Chief Product Officer CPO. Instead of building a product customers truly value, the CPO remains focused on internal empire-building and political maneuvering. ​Leadership failure runs deep. The CEO's small circle of loyalists holds all the power, supported by enforcers who silence dissent. This inner circle operates under a relentless philosophy of micromanagement and absolute control, actively suppressing new ideas and wanting employees to stay in their lane. We've seen repeated incompetence rewarded: the former CSO, despite YoY failures, was moved sideways into M&A— what wonderful privilege—where the CSO's failure and underperformance continues. The CRO who replaced him didn't last long, which highlights the poor exec recruitment process led by the CEO and PeopleOps. ​There is a palpable culture of fear: stating anything outside the mandated positive narrative ensures you will "disappear," a fate multiple colleagues have suffered. The result is a fractured organization. Collaboration has devolved into open frustration, with overstretched teams arguing instead of solving problems. All-hands meetings are nothing more than staged positivity sessions. Even the glowing culture reviews on Glassdoor feel orchestrated—part of a desperate attempt to rewrite reality while the company slowly unravels.