Regular sales turnover, comp plans changes too disruptive.
Lack of transparency (senior to upper management level).
Poor execution track record.
Management look down on women.
Culture of fear in Development.
Culture of friends+family in upper management.
Too political to execute+pivot (can't even release a working feature because it "wasn't invented here" or didn't have someone's rubber stamp on it)
No well-defined career paths. Seen too many try to grow out of Support or Development, and get their careers dashed by the respective heads from Sydney and Tinton Falls because they take leaving as a personal affront to their leadership.
The disruption is coming and CVLT is not ready. (Azure Backup/ASR/Amazon Backup anyone?)
CTO is too busy focusing on being the technical 'superstar' at the expense of the company, his office, and customers. Seems intent on being a one man army SE, a Sales guy, a product manager, a evangelist, but has zero intent on being a CTO and a leader which involves taking a step back to trust other teams do what they are paid to do. Results in promises made and broken, fractured work repeated in multiple locations, of which all trying to fly under the radar just to push the needle forward, and no major strategic initiatives can be executed because they gain visibility that clashes with CTO, and we lose in the field as a result.
Development focused on shipping features too fast, checking boxes as they go, instead of releasing quality code and measuring their efforts. Pretends its a startup from the 90's, changing priorities every week to the point that no deadlines, delivery dates, or promises over functionality can be trusted until technically heavy SE's have played with the feature themselves, or have used the product in the field.
