Since the leadership change last year, the culture within AMS has deteriorated significantly. The new CDTO’s approach has created an environment that feels increasingly toxic and unsustainable for many employees.
There is a strong sense that every problem is expected to be solved—or sidelined—by AI, often without realistic planning, sufficient resources, or input from the teams actually responsible for execution. This has led to confusion, constant shifting priorities, and a lack of meaningful support for getting work done effectively.
At the same time, workloads have increased to an unsustainable level. Expectations continue to rise, but without additional resources or clear prioritization. Many teams are stretched thin, juggling multiple high-pressure initiatives with tight deadlines, which only adds to the stress and makes it difficult to maintain quality or balance.
More concerning is the leadership style. Communication often feels driven by pressure and fear rather than clarity or collaboration. Many employees feel they are operating under constant scrutiny, which has contributed to widespread stress, anxiety, and low morale across the department. It’s becoming common to hear colleagues express reluctance to come into work, not because of the workload itself, but because of the atmosphere.
