- Deep legacy codebase and outdated processes that slow everything down
- Ownership is heavily diluted: too many people involved, nobody truly accountable
- Simple initiatives require excessive coordination across marketing, legal, product, tech, and country teams, leading to delays and confusion
- Marketing and delivery workflows are a clear example of this dysfunction: approvals, handovers, and responsibilities are fragmented to the point of paralysis
- New hires are routinely expected to “fix” long-standing problems without context, authority, or resources
- Unrealistic goals are set despite known technical, data, and organizational limitations
- Strong blame culture: when outcomes fall short, accountability moves downward instead of upward
- Leadership frequently reframes failure as lack of ownership or seniority rather than structural issues
- Data and analytics are weak or unreliable, yet teams are criticized for not having clear numbers
- Psychological safety is low; pushing back or questioning feasibility is treated as a personal failure
I did not meet a single person who said they were genuinely happy working here. Almost everyone described being overloaded, constantly behind, or already burned out/on the verge of burnout.
Overwork is normalized, and chronic pressure is treated as a sign of commitment rather than a problem to fix. Instead of addressing capacity issues, leadership tends to push harder and expect individuals to compensate for broken systems.
Senior management operates in permanent crisis mode. Legacy problems are continuously passed on to delivery teams with the expectation that effort alone will solve them. When this predictably fails, the narrative shifts to individual performance, speed, or “not enough ownership.”
