The gap between what the company builds and how it operates is hard to ignore. For a business centred on modeling and forecasting, the lack of foresight in its own growth strategy is baffling.
Hiring ramped up aggressively post Blackstone & Vista ownership with little regard for actual business performance. HR leadership appeared to operate in isolation; driving headcount growth without sufficient alignment to revenue or sustainability. This has since resulted in avoidable layoffs which speaks for itself.
Since the departure of the previous CFO, financial discipline and long-term planning seem to have weakened noticeably. The business has felt less anchored, with decisions appearing reactive rather than considered.
The current [limited] executive team, including the CEO, feels increasingly distant, from customers, from the realities of the market, and from employees. Communication lacks clarity, and there’s little sense of a cohesive or credible direction.
From a product standpoint, leadership is disconnected from actual user needs. There’s a push toward trend-led features rather than investing in the core functionality that built the product’s reputation.
Culturally, concerns around consistency, favoritism, and professionalism in people/HR leadership have been raised by many. Trust in leadership is low, and that has a tangible impact on morale and retention.
More broadly, there’s a sense that many of the strongest contributors have already left, and what remains is a business trying to sustain momentum and credibility without the leadership, talent or alignment it once had.
