The CEO frequently agrees to build anything a customer asks for, regardless of feasibility, just to close a deal. Sales is encouraged to promise features that don’t exist. As a result, product and engineering teams are routinely pulled into one-off customer work that benefits no one else and derails broader product progress. One team recently had to work past midnight to meet a last-minute customer demand.
More concerning is the shift in company culture since the arrival of the current COO. The new leadership approach has fostered an environment of blame rather than collaboration. Instead of teams working together to solve problems, they are now encouraged to point fingers: support is blamed for bad tickets, engineering for too many bugs, product for poor planning, even when issues stem from leadership decisions.
This blame-first mentality has eroded trust between departments and created a hostile, high-stress atmosphere. The COO’s leadership style prioritizes control and optics over alignment and collaboration, and it’s accelerating the company’s cultural decline. What was once a place where people tried to fix problems together is now one where teams are pitted against each other with little accountability at the top.
Additional reviews referencing the need for employees to adjust to a 'fast-paced' work environment were submitted following senior management's request for responses to address previous critical feedback on Glassdoor.
