*Note*
The CEO is no longer Basit Hamid, it is Tarek Harry.
There’s a persistent pattern of turnover that’s hard to ignore. People are let go in waves, often suddenly, and it’s rarely communicated to the broader team. The environment is unstable, and the expectations shift frequently, making it incredibly difficult to succeed or even feel secure in your role.
Employees are frequently blamed and discarded when the real issue lies at the top. The CEO sets unrealistic goals with little understanding of what it takes to achieve them, then attributes the poor results to the team.
The leader of Product speaks to employees in a harsh manner that makes it uncomfortable to voice concerns, which are typically dismissed.
Leadership direction is inconsistent and often disconnected from the day-to-day reality of the business. While employees are expected to be adaptable and perform under pressure, the level of communication and support from the top is not up to par with what’s actually needed. The overall communication style can sometimes come off as dismissive rather than collaborative. There is no transparency, no meaningful feedback loop, and no vision that inspires or motivates.
Career development is practically nonexistent. Raises and promotions are not a part of the culture, and many high performers have left or been let go without acknowledgment or explanation. Morale suffers as a result, and it’s clear that long-term employee investment is not valued and therefore does not seem worth it to invest your energy and skills here.
If you’re looking for stability, transparency, and a path to grow professionally, this may not be the right place.
