The current organisational structure offers no clear or realistic path for career growth, with limited visibility of advancement or development opportunities—something that is both frustrating and demotivating for those committed to building a future here. Day-to-day, there’s a disconnect between company values and how they’re applied; while selflessness is admirable, it can feel misaligned with commercial pressures, especially when it results in overextension without proper recognition. Additionally, cost-cutting messages clash with visible spending on travel, events, and marketing, raising concerns about whether employee development and compensation are truly prioritised. Efforts to encourage collaboration are appreciated but often feel surface-level, lacking the deeper, shared purpose needed for meaningful cross-functional engagement. Compounding this, too many competing priorities and a lack of strategic cohesion have led to constant shifting and limited progress—with critical decisions seemingly driven by the tech team, rather than informed by market-facing teams like sales and marketing. For the company to move forward with clarity and motivation, we need better alignment between values and actions, clearer strategic focus, and stronger investment in people.
Another challenge impacting collaboration and progress is the presence of siloed thinking and inflated egos across departments. Too often, individuals and teams operate in their own bubbles, prioritising their agendas without considering the broader business context or collective goals. This lack of cross-functional awareness, combined with a reluctance to seek input or share ownership, creates friction and undermines trust. A culture that rewards humility, open dialogue, and genuine teamwork is essential if we want to break down barriers and move forward as a unified organisation.
