Where to start. The Chief Commercial Officer demonstrated little ability to lead or inspire. Targets were consistently missed, yet no meaningful changes were introduced. Their decision-making often felt reactionary and concealed, surfacing only when it was too late for effective collaboration, and they tended to react defensively when questioned on decisions that appeared inconsistent or poorly reasoned.
The Chief Executive appeared unwilling to question who was truly at fault for the company's ills. New ideas were routinely dismissed, not on their merits but seemingly to protect authority. Together, this leadership combination fostered a culture of underperformance, complacency, and resistance to innovation. For employees hoping to contribute meaningfully or see the business progress, the environment was deeply discouraging.
Holiday? The bare minimum. Benefits? Non-existent. A competitor? Come and raid a great talent pool of overqualified, overworked and underpaid staff fed up with the lack of any technological progress for 5 years.
Considering applying here? Don't be the silly rat that flees onto a sinking ship
