Weak people management and a lack of accountability at the management level.
Direction often changed or was unclear, and decision-making authority was fragmented. This led to confusion, slow execution, and unnecessary rework.
Limited HR support when raising concerns.
When management-related issues were escalated, HR involvement felt minimal and largely procedural rather than supportive or corrective. There was little follow-up or visible action, which discouraged further escalation.
Poor alignment between leadership and engineering.
Engineers were expected to deliver outcomes without sufficient clarity on ownership, priorities, or decision rights. Conflicting guidance from different leaders made it difficult to move projects forward confidently.
Resistance to feedback and collaboration.
Constructive feedback was not always welcomed, and there was a tendency to default to personal preferences over agreed standards, increasing friction and technical debt.
High expectations with insufficient support.
Senior engineers were expected to compensate for organizational gaps, which is not sustainable and leads to burnout.
