Masabi Reviews

-ongoing business pressures led to increased hiring outside the UK, which affected team morale and has been challenging to rebalance -leadership is well intentioned, but often stretched thin, which can impact clarity and effectiveness -resources feel tight. Not unique to this company in today’s economy, but still very noticeable in the day to day

The company’s primary issue is executive leadership, particularly within product. The Chief Product Officer holds significant strategic control, yet product execution has repeatedly failed to meet expectations. Roadmaps shift without clear rationale. Delivery commitments are made confidently and then missed. Engineering is left to manage the fallout. The Miami-Dade loss exposed deeper structural problems. Internally, the opportunity was presented as highly likely to succeed. Significant money was spent on consultants and external advisors on the bid. When the contract was lost, there was no meaningful executive accountability or transparent company-wide review. For many employees, it reinforced the perception that leadership confidence exceeds leadership competence. Decision-making power is concentrated within a small, tightly aligned group. Constructive challenge is discouraged in practice. Senior engineers and cross-functional engineering leaders who question feasibility or strategy encounter resistance. Over time, people disengage rather than continue pushing against this. Under the founders, debate was rigorous and intellectually honest. Disagreement was part of decision-making. That culture has eroded. All-hands meetings and leadership communications increasingly feel scripted and defensive rather than transparent. Trust has declined accordingly. There is also a widening gap between executive messaging and operational reality. Cost cutting and outsourcing continue while company direction weakens. Platform improvements are delayed. Delivery programmes stall. Meanwhile, experienced employees are leaving in noticeable numbers. These are not isolated exits; they are senior, long-tenured contributors choosing to protect their reputations. Morale is low. Many employees no longer believe leadership is capable of correcting course. The company does not feel agile or forward-looking. It feels controlled, politically driven, and increasingly fragile.