Leadership felt highly political and relationship-driven; long-tenured insiders dominated decisions and opportunities.
Product modernization and innovation were not prioritized; funding felt minimal.
Cross-team collaboration (Product, EDI, Engineering) often excluded newer voices, limiting contribution and growth.
Outdated approaches persisted, slowing delivery and discouraging experimentation.
Leadership cadence: In my experience, a C-suite leader did not engage in regular reviews/1:1s or structured feedback.
Conduct & inclusion: I encountered racial bias and unprofessional language in meetings (e.g., “bullshit”), sometimes framed as “that’s just my style,” which undermined psychological safety. Reporting channels felt unclear and ineffective.
Resourcing/skills mismatch: The organization often positioned a single offshore team as the “answer,” but actual coverage of required skills (architecture, modern engineering practices, product thinking) was inconsistent. Hand-offs across time zones and unclear ownership created gaps in quality, speed, and accountability.
Advice to Management
Broaden decision-making beyond legacy circles; use transparent, merit-based criteria for roles and promotions.
Fund modernization with clear roadmaps, milestones, and incremental delivery targets.
Institute consistent leadership hygiene (regular 1:1s, documented feedback, decision logs).
Enforce a clear code of conduct; train leaders on inclusive management and hold them accountable.
Fix resourcing: align team claims to verified capability; invest in upskilling; define RACI across onshore/offshore; measure outcomes (defect rates, cycle time, MTTR) and adjust staffing accordingly.
Advice to Candidates
Ask how often managers/executives run 1:1s, sprint reviews, and career check-ins—and how feedback is documented.
Request examples of recent product investments and who led them.
Probe delivery model: how onshore/offshore ownership is split, how quality and hand-offs are measured, and what upskilling/mentorship exists for teams.
