Working at GivEnergy felt like being trapped in an organisation where leadership enthusiasm never matched leadership follow-through. Commitments were made loudly, confidently, and in writing — only to dissolve the moment accountability was required. Pay increases, workload boundaries, and operational decisions lived in a perpetual state of “pending,” as if indecision itself were a strategic pillar. The people who should have enabled progress instead became the biggest obstacles to it.
The daily reality was a never-ending avalanche of responsibilities, many inherited from roles that were never replaced, supported, or even acknowledged. Instead of structure or resourcing, the solution was always “just stretch further” — which is not agility, not innovation, and definitely not leadership. Delegation never existed; dumping did. You’re effectively running a full operation while the people above you treat urgency like an optional setting.
The internal culture mirrored the leadership style: reactive, dismissive, chaotic. Communication swung between non-existent and condescending. Approvals vanished into a black hole. Processes were invented on the fly. Respect and psychological safety were not part of the employee experience. You learn quickly that the operational load is yours, the consequences are yours, but the authority to fix anything sits with people who don’t act on it.
Perhaps the most concerning reality was the disconnect between the internal narrative about product performance and what actually showed up in the field. Issues were routinely underplayed, delayed, or downplayed rather than addressed transparently and proactively. Support teams were left to carry the downstream fallout of technical problems that leadership refused to acknowledge at scale. Customers assumed the organisation was aligned — meanwhile, internal teams were quietly juggling failure rates, repeated site issues, and escalating frustrations that were never escalated upward with the seriousness they deserved. It wasn’t just operational chaos — it was brand-risk management performed by the people with the least power to influence outcomes.
If you want to understand what it feels like to run a company from the middle while watching leadership congratulate themselves for decisions they don’t make, obligations they don’t honour, and problems they don’t solve, this is the place. The workload will hollow you out, the approvals will never arrive, and the product problems will land on your desk long before they ever land on theirs. For anyone else? Protect your sanity. Keep scrolling.
