Unstable culture, inconsistent leadership, and high turnover of diverse talent - Anonymous employee Banyan Software Employee Review

I joined with excitement about the vision and the opportunity to help scale a portfolio of interesting companies. Unfortunately, the internal culture did not reflect the values or professionalism the company promotes externally. Advancement and access to meaningful opportunities often appeared tied to a small group of employees who share similar backgrounds and personal relationships. Rapid promotions within this circle contrasted sharply with the limited pathways available to strong contributors who didn’t fit that profile. Several colleagues confided that they felt pressure to downplay aspects of their identity or perspectives to be taken seriously. Concerns about representation in leadership, particularly for women and employees from diverse backgrounds, were frequently acknowledged in conversation, including by HR. Yet there was little visible action to address the disparity. When high-performing people outside the “inner group” voiced issues or gained too much visibility, roles sometimes became unstable or those individuals eventually left. In interactions with acquired and prospective companies, shifting communication and unclear expectations occasionally created strain that internal teams had to manage without transparency or support. There is genuine potential in the business model, but meaningful change will require leadership that values performance, accountability, and inclusion as much as familiarity.