Say one thing, do another - Product Owner Storable Employee Review

Leading products in the space and strong leadership in Sales, Marketing and Product.

None that come to mind

Strong onboarding experience and initial support from leadership Clear expectations and alignment during the first few months Positive, collaborative team environment early on Opportunity to learn and grow in a fast-paced environment Supportive culture prior to leadership changes

Significant decline in overall team experience after leadership transition Director stepped into the role without direct experience in the function, leading to gaps in effective management Leadership initially presented as supportive, but this did not reflect long-term behavior or management style Constant and frequent changes to priorities, expectations, and processes, creating instability and lack of structure Efforts to remain adaptable, positive, and supportive during ongoing changes felt taken advantage of rather than recognized Inconsistent and contradictory feedback — verbal feedback was consistently positive, while written documentation did not align Lack of clarity around performance expectations, making it difficult to understand what success looked like Noticeable shift in management behavior and communication over time, particularly toward the end of tenure Concerns around being managed out rather than being supported or developed Attempt to initiate a Performance Improvement Plan (PIP) that broadly covered the entire scope of responsibilities, rather than specific, actionable areas for improvement Misalignment between day-to-day performance feedback and formal performance concerns raised Perceived favoritism toward newer team members, specifically white male employees Observed comments and behaviors that felt culturally insensitive, particularly in reference to offshore (India-based) team members, creating concerns around inclusivity and respect Overall lack of transparency, consistency, and equitable treatment in performance management