* Leadership & Knowledge Gap: Many of the so‑called “Tech Leads” have been with the company for 10–15 years, yet their expertise is limited almost entirely to Elite 3E. There’s little exposure to modern technologies, and no real learning opportunities. Even after working on the tool for last 10 years, they lack proper knowledge of the tool. The recently promoted delivery head in India appears disconnected from the team, with little awareness of the people working under him.
* Outdated Work: The bulk of the work revolves around implementing 3E projects - a platform built on technology that’s more than a decade old. In today’s era of AI and innovation, this will leave you far behind industry standards and once you leave them, you will 0 in the market, until and unless you find a job in legal tech company.
* Management Issues: Decision‑making is centralized in the US and UK, often without understanding the ground realities. Processes are largely copied from Elite and Thomson Reuters, with no originality or innovation. The situation is no better with Management and RMO staff in the UK. They operate under the belief that they are steering the company, but in reality, their decisions are eroding the culture and damaging the workforce.
* Product Concerns: Their product “Termi” is marketed as an AI tool but offers negligible value. It doesn’t function effectively, and the teams working on it lack both knowledge and willingness to collaborate.
This combination of poor leadership, lack of accountability, and misplaced authority has made Helm one of the most difficult environments I’ve seen for genuine professional growth. Don’t be misled by the positive reviews you see on Google or Glassdoor. In many cases, HR pressures new joiners to post favourable ratings shortly after they join. As a result, most of the glowing feedback you’ll find online is manufactured rather than genuine.