Burn’s Electric Business appears to be a textbook case of sunk cost fallacy. Leadership seems deeply invested in continuing white elephant projects funded by investor money, while lacking the courage to admit that the business is failing. Pulling the plug would require accountability, and accountability is clearly in short supply.
A recently appointed leader, promoted without any visible merit, displays a worrying lack of emotional intelligence. Combine that with little to no experience managing teams and the result is predictable chaos. Conflict management is nonexistent. Anyone perceived to have been aligned to this leader's predecessor is treated as an enemy and marked as a target. Unsurprisingly, resignations have become routine, with more clearly on the way.
In January 2026, this same leader publicly dressed down another leader holding a global role, in full view of other employees. To conclude the spectacle, they suggested that the victim needed therapy. It was an astonishingly low moment. Ironically, all observable evidence pointed to the speaker being the one in urgent need of professional support to address their own glaring leadership gaps. Power, it seems, has a way of amplifying unchecked ego and false self importance.
What makes this even more remarkable is that this individual previously served in an influential role in the struggling business. Curiously, no one ever addresses how or why their strategies consistently failed. Yet somehow, they now possess the confidence and audacity to believe they can lead the business to a promised future.
The uncomfortable truth is that management does not genuinely care about employee wellbeing or whether the culture has become toxic. The fact that senior leaders can shout at and publicly humiliate colleagues without consequence says everything about where the rot truly begins.
