- The company is currently retaining primarily "Keep the Lights On" personnel. While roles may be available, prospective employees should be aware that further layoffs, potentially including new hires—are likely until the company is sold, as it is now under lender ownership.
- There is no clear or consistent company strategy. Although multiple "new strategies" have been announced, revenue has declined more rapidly over the past 12 months, and renewal rates are dropping.
- Decisions are often reactive rather than strategic, a pattern that originates at the highest levels of ELTs, including the CPTO.
- Key technical decisions are being made by individuals with limited relevant experience, such as someone whose primarily backgrounds in stock compensation and content creation, raising concerns about the depth of engineering leadership.
- The executive team appears disconnected from both frontline operations and real customer pain points, with a greater focus on job preservation than organizational effectiveness.
- Teams face constant pressure to execute, but lack clarity on strategic direction, as priorities shift frequently.
- The ELTs use a “project bidding” approach based on projected ROI to pick what to work on at any given time, but this does not constitute a cohesive product strategy or roadmap.
