Leadership instability is chronic - three CEOs in a few years, marketing rebuilt four times, sales organization three times. This isn't a rough patch, it's a pattern.
The offshoring strategy is a direct mismatch with their customer base. Small U.S. businesses don't want foreign support models, and calling it "24/7 coverage" doesn't change what it actually is: cost cutting. Customers see through it and churn reflects that.
Compensation is among the lowest in the HCM market. Benefits that were once a genuine differentiator have been quietly stripped away. When employees push back, leadership gaslights them into thinking it's a personal attitude problem rather than a structural one.
The product looks like it hasn't been meaningfully updated in decades, which is a serious liability in a competitive HCM market where buyers have real options.
Layoffs are frequent and dressed up as restructuring. The people who get pushed out tend to be the ones who wanted to do something ambitious. What stays is a political culture that rewards survival skills over actual ability - high school dynamics with adult salaries, except the salaries aren't even good.
The "family business" branding is roughly a decade out of date. It's still in the marketing but bears no resemblance to the reality inside the company.
If you're a prospective customer or employee, the churn numbers on both sides of the equation tell you everything you need to know.
