Misleading reviews - Case Manger Azami Global Employee Review

At one point, the company had real potential and a collegial, collaborative spirit that made it an exciting place to work.

A promising, empowering workplace has deteriorated into a toxic, demoralizing environment. The company has entered a steady downward spiral marked by poor strategy, lack of accountability, and declining business performance. Leadership does not listen to employees or customers and appears increasingly detached from reality. The CEO continues to double down on a failed vision, refusing to pivot despite clear commercial under-performance and lack of market demand. Accountability is pushed downward and used against managers and individual contributors, with a new scapegoat each month. Collaborative decision-making does not exist - leaving a strategic vacuum shaped by individual egos. The arrival of a new CRO and a new Head of Operations in August cemented the company's decline. The commercial team is under constant scrutiny, burned out and miserable. For years, the company had credible revenue leadership, but now the role has reinforced the CEO’s failed strategy and poor people management. Micromanagement is extreme, targets and structure shift frequently and market realities are ignored. The culture has further deteriorated under the Chief Product Officer, who has failed to deliver products that can be commercialized, and has only enabled and reinforced toxicity. Employees who raise legitimate concerns or differing opinions are labeled “negative” and pushed toward termination. Burnout and mental health struggles are met with dismissive language, trivializing employee well-being and defining the leadership style. Turnover is significant for a company of roughly 70 people, with many long-tenured employees leaving (without alternate employment in hand) to escape the chaos. Compensation has stagnated, internal technology is unreliable, and there is little meaningful training in a highly specialized industry. The office environment is defined by fear, stress and exhaustion, with people treated as replaceable components in a failing system. Recent positive reviews do not reflect reality. Don't be fooled.

Clear Strategic Pivot: Transitioning to a product-first model is the right move for long-term growth. It’s exciting to be part of building something that scales. Effective Change Management: Leadership has been transparent about the "why" behind these shifts. There are clear roadmaps and a real effort to bring everyone along for the journey. Professional Growth: If you want to learn how a company matures and scales, this is a masterclass. The opportunities for those who embrace the new direction are significant. High Impact: Moving away from bespoke services means the work we do on the product side has a much wider reach and lasting impact.

Growing Pains: You can’t overhaul a business model without some friction. Processes are being rewritten, which can feel a bit chaotic at times. Pace of Change: The transition is moving fast. If you prefer a static environment where things stay the same for years, the current speed might feel overwhelming. Legacy Mindsets: There is still some internal resistance from those who prefer the old way of doing things, which can occasionally slow down momentum.