Management appears inexperienced and struggles to handle pressure or provide adequate support to the team they’ve hired. When issues arise, responsibility is often shifted onto employees rather than being owned or addressed constructively.
Although I consistently asked for feedback and initially received positive input, the tone changed abruptly within a week, without any clear explanation or structured coaching. This reactive approach, coupled with a tendency to protect themselves rather than their team, has created a culture of blame and instability. Employees are happy when it is friday and have a knot in their stomach when it is Monday.
There’s a noticeable lack of transparency: team members receive positive feedback in private, but are criticised or scapegoated in front of senior management. Internal politics and favouritism are prevalent, and the organisation seems chronically disorganised.
Turnover is extremely high, with some new hires leaving within a week. Many of these individuals left stable positions to join, only to find themselves in a toxic and insecure environment with little to no enablement.
There’s no real performance culture, structured coaching, or clear product training. Sales leadership seems more focused on personal visibility and taking credit than on supporting their team’s success. Overall, this creates a lack of trust, poor team morale, and no sense of job security.
