In my experience, decision-making is highly centralized with the CEO, and the Finance team operates more in a reactive/support capacity rather than driving strategic insights. As a result, there is limited opportunity for Finance to influence key business decisions.
The CFO’s role appeared limited, with a focus on alignment with the executive team rather than independently driving business decisions. This dynamic can make it difficult for Finance to operate as a strategic partner to the business.
Leadership dynamics within the team can feel unclear at times, particularly around ownership of processes and decision rights, which can create confusion and reduce effectiveness.
I also observed that career progression may not feel equally accessible to all employees, with advancement often influenced by informal networks and visibility rather than clearly defined criteria. This may impact retention and overall morale.
While the company operates in person, much of the communication from the CEO occurs through Slack, including urgent or high-pressure messages. In my experience, feedback and expectations were sometimes communicated in a way that felt abrupt or escalatory, including situations where job security was threatened. This contributed to a more tense working environment than expected for an in-office culture.