initiative and accountability are not always welcomed at management level.
There is a noticeable pattern where high performers are given increasing responsibility without corresponding recognition, support, or compensation. Ambition is encouraged in theory, but in practice it can make certain leaders uncomfortable, particularly when that ambition comes from younger team members who are confident and capable.
Constructive feedback and alternative viewpoints are often interpreted as challenge rather than contribution. Instead of fostering strong talent, leadership can become defensive and, at times, subtly obstructive. It became clear that progression depended more on staying agreeable than on performance.
I ultimately left after receiving a significantly stronger external offer, which FOSS was unable to match. Despite knowing the value of the role, the company has still struggled to replace it, leaving remaining staff carrying an unsustainable workload. This speaks volumes about workforce planning and how talent is prioritised.
During my time there, I also experienced inappropriate behaviour from a colleague at a company event. While it was eventually addressed, the response lacked urgency and reinforced a broader theme: issues are often tolerated longer than they should be, particularly when it is inconvenient for leadership to act.
There are genuinely talented individuals within the organisation. However, until management becomes more secure in developing strong performers rather than feeling threatened by them, retention challenges will likely continue.
If you are comfortable staying small and unchallenging, you may do fine. If you are ambitious, capable, and expect leadership that is confident enough to nurture talent rather than compete with it, consider carefully.
