The most challenging and tiresome part of Calendly is the CEO.
Calendly's strategic direction is very tops down. Tops down is not a bad thing IMO. It can be clear and efficient.
What's wrong with Calendly is: You have product direction and priorities set by the CEO. You have both strategic and tactical decisions (down to copy language and small design choices) being made by the CEO. But then there absolutely no accountability for the CEO.
I have heard the CEO complain that Calendly is "not working on the right things." Those things are directly set by the CEO. So if that is true, then that is on the CEO. But there is no accountability for this.
There are scope items that are directly mandated by the CEO and then their value is questioned by him weeks to months later. This happens *very, very* frequently. It's fine to question the value, but the teams are put on blast when that item was mandated *by him* (not by the team). It's incredibly frustrating.
Velocity of engineering teams is targeted. Velocity is suffering because those engineers don't have approved work because they are waiting on the CEO to approve before moving forward.
The cognitive dissonance is frankly astounding. So many issues stem from top down leadership without any accountability built in for the main decision maker: our CEO.