Pros
Fully remote role, which made it easier to balance work and personal life when workloads were reasonable. A few individual colleagues genuinely cared about doing good work and supporting each other, even when leadership and structure were lacking.
Cons
• Leadership often lacked clear strategy and alignment, which left departments operating reactively instead of following a coherent roadmap. •Role expectations frequently blurred; too many roles easily turned into a catch‑all for anything no one else wanted to own, without recognition, authority, or appropriate resourcing. •Limited growth path for several roles; contributions to structure, process, and cross‑team alignment were not consistently valued at the same level as more visible “creative” or sales‑adjacent roles. •Communication around priorities, changes, and restructuring would be inconsistent and, at times, opaque, making it hard to plan, influence, or feel secure in your position. •Workload and responsibilities expanded faster than support, leading to burnout risk, especially for people who are conscientious and naturally take ownership. • Too many VP’s or other people in authority roles and not enough people in below to execute strategy (org chart looks like an upside down triangle).
