The situation is being made increasingly difficult by the current CEO's approach. Excessive micromanagement has been implemented, and strict orders have been given to upper management to remove any resource not actively engaged in a project. Ironically, many in the upper management, who are screening these profiles, have never worked on a project, contributed to real work, or been billable themselves.
Leads are now expected to be involved full-time on projects, manage multiple other projects, participate in recruitment, and juggle various responsibilities—all at once. Unfortunately, financial gain appears to be prioritized over employee well-being, with resources being treated as expendable rather than valuable assets.
No strategic direction for growth in new areas has been observed. Instead, a focus on cutting down good resources and creating overwhelming workloads for those who have remained loyal to the organization is evident.
Despite claims of skill development, no significant products have been developed. The internal portal, which is poorly designed and inefficient, continues to be praised simply because the team managing it is led by a close associate of the CEO.
Hiring in some areas continues, but when projects fail to materialize, teams are directed to fire these new hires, adding to the uncertainty and instability. Throughout this challenging period, no uplifting communication from leadership has been provided to boost morale. Instead, non-technical individuals are evaluating technical professionals, making the situation even more discouraging.
No career improvement opportunities are present.
