The CEO creates a culture of fear, manipulation, and control. She routinely invades employees’ personal lives under the guise of “connection,” but it’s really surveillance. Expect relentless questions about your relationship status, living situation, or anything else she can leverage. She gossips openly about staff using private or sensitive information shared in confidence to stir drama and pit employees against one another. This isn’t hearsay it’s a regular leadership tactic. Emotional outbursts are the norm. Screaming, public humiliation, and demeaning feedback are not isolated incidents they are embedded in the company culture. The CTO (her husband) reinforces this behavior by aggressively reprimanding offshore Indian team members on calls, often in front of others. The tone is hostile, belittling, and unacceptable. Offshore staff are treated as second-class and spoken to without basic human respect. The leadership fosters a toxic divide between U.S. and India-based teams. They use favoritism, guilt-tripping, and manipulation to keep teams distrustful of one another. In the U.S. office, internal meetings are frequently conducted in Hindi even when several employees don’t understand the language — a clear signal of exclusion. There is no functioning HR department. There is no channel for reporting unethical behavior. And any attempt to raise concerns is often met with retaliation or gaslighting. The turnover speaks for itself. People leave not because the job is hard but because the environment is psychologically unsafe.
