Promising Organisation Held Back by Structural Issues - Senior Software Engineer Lhasa Employee Review

Being whittled away, at an increasing pace.

It's almost as if the CEO wants to continue to make this company a worse place to work. There has recently been another rush of people leaving, many experienced, senior members of both the science team and the software team. People who could no longer abide the ridiculous changes in working conditions, line management and how the company was being run. And now today, a further rollback of our remote working conditions. I am sure this will result in some more departures. Furthermore, there does not seem to be any more to replace the members of science or software. And yet there's an ever increasing parade of member-facing and marketing people. Weird. If you don't have people to build the product, you won't be able to market or sell it. Ah but of course, AI is going to build everything!!! Or so we are continually told. If you are offered a job outside of development or science, it may be worth considering. Otherwise, avoid. These two departments are constantly being made the scapegoat for all issues. Unpleasant.

Generous holiday allowance and good overall work-life balance. Worked alongside many knowledgeable, supportive, and genuinely kind people who were passionate about both their work and the solutions Lhasa Limited provides. Great office environment with thoughtful perks such as snacks, fitness facilities, and a welcoming atmosphere. Good balance of hybrid working during my time there, which provided flexibility while still maintaining collaboration and team connection.

Diversity and inclusion initiatives often felt more performative than deeply embedded within the culture. There appeared to be noticeable micromanagement at different levels, particularly where individuals were promoted into leadership roles without sufficient people-management capability or preparation. Under pressure, some leaders struggled to support and protect their teams effectively. At times, the working environment could feel high pressure and overly cautious, where employees felt they had to “walk on eggshells.” It was also difficult when some of the individuals intended to support employee wellbeing were perceived as contributors to workplace stress. Leadership sometimes seemed to give more attention to individuals who escalated criticism about colleagues rather than fostering a culture of constructive support and collaboration. Career progression and recognition appeared to favour member/client-facing roles more heavily. While customer-facing teams are important, the contributions of behind-the-scenes teams such as software engineering, testing, IT, DevOps, and scientific teams did not always seem equally recognised despite their critical role in delivering the company’s products and services.