This is not a great place for personal growth, but if impact and meaning is not what you are looking for, it might serve as a decent secondary job.
The biggest issue at VendorPM lies with the leadership team, particularly within Product and Engineering. The COO frequently positions himself as a product leader but lacks foundational product understanding, humility, and awareness required to lead and scale a product organization.
The CTO similarly lacks essential leadership and communication skills, often bypassing consultation with peers or team members to gain personal buy-in from senior leadership. This type of behaviour creates confusion and distrust across teams.
Problems raised by employees are rarely addressed in full. They are often dismissed or superficially acknowledged without genuine follow-through. Leadership tends to take the quick approach of assigning blame to teams instead of examining issues holistically or fostering collaborative problem-solving.
There’s little room for genuine product thinking. Engineers are discouraged from contributing to ideation, and Product teams are rarely empowered to collaborate deeply with Engineering. Leadership often suggests defaulting to ChatGPT for product ideation and scoping, rather than developing a shared understanding of user needs and business context.