The biggest issue at Skewb is leadership, or lack of it. Senior leadership consistently demonstrate a lack of direction, accountability, and basic competence required to run a business at this level. Decision making is reactive, inconsistent, and often detached from the realities of delivery teams and clients.
There is a clear and uncomfortable presence of nepotism and favouritism. Opportunities, visibility, and influence are not earned through merit but instead granted to a select inner circle. This is most visibly reinforced by the “top table” culture in the office, where the CEO and a small group of loyalists physically and metaphorically separate themselves from the rest of the business. It creates an “us vs them” environment that undermines any attempt at building a unified culture.
This inner circle extends beyond the office. The same individuals repeatedly attend company events, reinforcing the existence of an “in group” while the wider team is overlooked. It’s exclusionary, demoralising, and completely at odds with any claims of inclusivity.
Senior management teams are, bluntly, out of their depth. There is a consistent inability to lead teams effectively, manage client relationships, or deliver against expectations. This filters down into client management, which is often disorganised and unprofessional, leaving the company looking amateur in front of clients.
The digital products themselves are not fit for purpose. Teams are forced to work with tools and solutions that are incomplete, unreliable, or fundamentally flawed, yet are still positioned externally as market leading. This disconnect creates constant friction, both internally and with clients.
Growth targets are unrealistic to the point of being delusional. They are set without a credible strategy or the operational foundations required to achieve them, placing unnecessary pressure on teams who are already stretched thin.
The culture is one of the most concerning aspects. It is tense, political, and anxiety inducing. Employees operate under constant pressure without the support, clarity, or leadership required to succeed. Many are on the brink of burnout, and it shows.
As a result, the business continually loses some of its most capable and high potential individuals. Talented people are not developed or retained, they are pushed out by poor leadership, lack of recognition, and an environment that makes it difficult to thrive.
The People team does not advocate for employees in any meaningful way. Instead of acting as a support function, it often feels aligned with leadership, reinforcing the very issues employees raise concerns about.
Finally, CEO updates are frequently used as a tool for criticism rather than alignment or inspiration. Instead of creating clarity and motivation, they often feel like a public airing of frustrations directed downward, further damaging morale.
