Business wise - despite positioning as a "CPaaS" leader, the company’s core remains heavily reliant on its legacy A2P SMS business. While the business remains relatively stable and growing , it is still primarily driven by its historic strength - direct relationships with global telecom operators and a big sales force. While there is a public narrative focused on SaaS, conversational messaging, and AI, these attempts to diversify the portfolio feel sluggish in terms of actual execution and UX. In an increasingly saturated market with many vendors offering the same thing, there is a sense that the company may have missed its window to pivot into a true global tech heavyweight.
Top and Middle management - despite having around 3,000 employees, the company is still managed with the mindset of a small family business. There is a noticeable lack of expertise within the senior leadership team, particularly in Marketing, where roles appear to be filled based on internal politics, "friendliness," or tenure rather than objective merit or marketing experience and knowledge. This develops a business environment devoid of psychological safety; providing factual, data-driven expert feedback is often met with hostility or retaliation rather than professional dialogue.
Organisation is a mess - the relationship between HQ, Regional and other teams is frequently ill-defined. It is often unclear who owns specific KPIs or where responsibilities lie, leading to a "bloated" organisation where multiple teams unknowingly duplicate work. Consequently, one often spends more time navigating internal politics than delivering actual value. Constant re-organisations are the only real consistency.
Talent issues - outside Croatia, Infobip lacks a strong employer brand, especially when hiring marketing talent. This is compounded by an unstructured recruitment process that frequently fails to vet for functional expertise. Unfortunately, hiring staff who possess "big name" CVs but lack core competencies has become a systemic issue. This creates a frustrating dynamic where high-performing specialists in hubs like Croatia are expected to subsidise the workload of significantly higher-paid hires in the US or UK, who often turn out to be "corporate cogs" rather than the builders the company needs. On the other side, certain legacy roles in Croatia appear to be protected by tenure and internal proximity rather than ongoing merit.
Toxic culture- these systemic issues have fostered a toxic culture where political manoeuvring and office politics are valued over technical expertise and doing something actually useful. This leads to "talent bleed," as high-calibre professionals often seek opportunities elsewhere, as they are just wasting time and mental peace in Infobip. Again, that further dilutes the overall quality of the workforce.
