Fueled reviews about "management"

Management has completely lost control, direction and the culture of the company. Morale is at an all time low, with seemingly no plan to alter the direction. Lower level staff, those delivering projects, have been cut without apparent cause, concern or compassion, whilst those causing the issues have remained. There is a lack of transparency, progress or hope.

- Completely unqualified people pushed into leadership roles - Promotions based on time served instead of actual ability - Chaotic and irrational decision making - Meetings were painful and unproductive - Leadership constantly pretending to understand things far beyond their abilities - Communication was nonexistent - No consistent direction from management - Responsibility repeatedly dumped back onto engineers - Projects dragged on endlessly because leadership could not make decisions - Endless pointless questions and sudden direction changes - Exhausting environment created by incompetent management - Leaders completely fell apart under pressure

Micromanaging management - great when you are junior

There are no cons in joining Fueled. You will be happy enough after joining the org.

Working here has felt incredibly chaotic and exhausting, and it's all due to the lack of structure and accountability within the company. Communication is terrible, expectations are vague, and roles aren't clearly defined, leading to a lot of confusion among employees and multiple delays. Management has no idea what they're doing, neglects to provide support to employees, and fails to properly guide them. The leadership isn't any better; they are incompetent and often make terrible decisions that are solely driven by greed. A lot of problems pop up because of their actions, and instead of taking accountability for them, they push the blame onto others and force employees to clean up their mess.

Upper management is a little messy but they are just trying to figure out what works

After the integration under the refreshed identity, internal alignment issues became increasingly noticeable. Processes between legacy teams did not always feel unified, which led to confusion around ownership and priorities. Instead of a seamless transition, workflows sometimes felt fragmented. Communication about structural changes lacked clarity, making it difficult to understand long-term direction. This created uncertainly about expectations and internal coordination. The integration required more structured change management than it appeared to receive.

Leadership and Sales have no idea what they’re doing. Sales will sign a contract with no understanding of what a client’s expectations are on the belief that is something to be determined during a project’s paid lifecycle. Leadership openly ignored opportunities handed to them by existing clients and refused to listen to employees who told them this would lead to layoffs. Second wave of mass layoffs handled by a single 2 minute mass video conference two weeks before Christmas, so no compassion or sincerity exhibited by management towards employees.