Severe lack in Management Leadership - Anonymous employee Qashier Employee Review

There are hardworking people in the company that is going extra miles to get the job done and also assist to bring the company to a better height.

Management has entrusted key roles to individuals who are not adequately equipped to perform them effectively. Decisions often seem driven by boasting and overpromising rather than realistic planning and execution. Over time, this creates a draining work environment, especially with ego-driven leadership, and limits meaningful career progression. When capable and high-performing employees choose to leave, management’s response is often dismissive — simply pointing them to the door without genuinely seeking feedback or understanding their reasons for departing. Such behavior reflects not only on individual leaders but also on the organization’s overall culture and values. The slogan “Merchant success = our success” feels misaligned with reality. In practice, many priorities do not reflect this message, and frontline sales staff are frequently left to shoulder the consequences of poor internal decisions.

- Supportive colleagues and team members — if you happen to be placed under a good team. - Certain managers genuinely try to provide opportunities and avoid unnecessary pressure. However, their ability to help is limited by upper management and the founders.

- Poor overall company structure with unclear direction. - No concrete goals or long-term plans communicated to employees. - Employees are often given false hopes regarding improvements or career progression. - Decision-making from certain leaders feels ego-driven, lacking real understanding of product or operations. - Product quality is consistently weak: full of bugs, slow to prioritise critical fixes, and instead focuses on releasing poorly thought-out features. - QA processes are almost non-existent — new hardware and software are deployed without proper testing or validation. Many important functions are missing, and user experience is not a priority. - Employees are asked to be transparent and provide constructive feedback, but nothing ever changes despite continuous sharing. - Staff are pressured to collect merchant reviews even though the onboarding journey is already poor. - The company values sales numbers above all else. Teams that bring in merchants get attention, even when overpromising or misrepresenting product capabilities. Other teams are undervalued or overlooked. - Don’t be misled by the Country Director “T”. Promises are frequently made but rarely followed through, and accountability is lacking. This approach is also commonly applied to merchants during onboarding.