Leadership at the top is the core issue. The CEO operates in a way that is volatile, image‑driven, and dismissive of any perspective that doesn’t reinforce his own. He frequently reacts with hostility, shifts blame, and openly criticizes employees behind closed doors, which creates a culture of fear rather than accountability.
The head of HR functions more as his personal echo chamber than as an advocate for employees or the business. Concerns brought to HR are routinely minimized with vague statements about “not understanding the culture,” and there is little evidence of meaningful HR leadership, strategic thinking, or day‑to‑day operational contribution.
Decision‑making is based heavily on gossip, assumptions, and personal alliances rather than facts, data, or professional judgment. Leadership development is virtually nonexistent beyond outsourced programs, and there is a consistent pattern of dishonesty, misdirection, and lack of transparency from the top.
The environment is also heavily monitored, with extensive hidden security cameras even in office areas, which contributes to a sense of surveillance rather than trust. All emails, chats and communications are monitored although most employees have caught on.
Overall, the culture is reactive, political, and unstable — driven by leadership behaviors that undermine psychological safety, professional growth, and operational effectiveness.