Staff retention is a problem.
NoMuda has ambitious growth plans however growth has been, and will continue to be, hindered by the CEO who rarely delegates to his experienced team. Most, if not all, product decisions require his personal involvement and sign-off and this has been a growing bottleneck for years.
Software specifications take the form of hastily prepared PowerPoint slides which rarely provide sufficient detail. These are prepared by the CEO who simply doesn't have the time for all the duties he is bestowing on himself.
NoMuda is run more like a family than a business, and if you don't particularly share the passions of the owners (dogs, country life, model planes, scuba diving and clay pigeon shooting) you may find it difficult to gel with them.
The company needs to relocate to sustain growth (it is currently based in a remote barn conversion on an active farm) however the possible choices of local premises is being dictated by their suitability for walking the dogs or flying model planes nearby.