Multiple top priorities and lack of focus. There is no apparent long-term or even sh ort-term vision for the company. Goals and OKRs last for about 2 months before they are revised to something completely different. Teams are continually reorganized and moved with little to no regard for the actual individuals. Leadership is top heavy, with titles handed out to justify pay rises for those in the popular clique. See the Directors of … who are still performing the same functions of previous role. The founder must approve all requisitions and promotions instead of trusting and delegating to the people in the hiring manager role or finance or HR. Founder is micromanaging. Lack of investment in the area of the business with the most revenue potential will cause the loss of more B2B contracts. Product leadership doesn’t want to manage risks or dependencies, so teams are siloed and the results are often unstable and unscalable and unmanageable. Engineering is treated like cogs who are told what to solution and not given any real context or documentation or ability to push back. Startup mentality in a midsized company along with the aforementioned items is causing high turnover rates across most departments. Good luck getting backfills while offering/paying under market.