Spent a good amount of time trying to make things work, but it became clear pretty quick that the overall structure and leadership setup is a major blocker. There’s just way too many managers and directors involved, but very little actual leadership or ownership. Lots of meetings, not much execution.
Biggest problem is the lack of any clear product strategy. Priorities shift constantly, and without a roadmap or long-term vision, teams are always reacting instead of building toward something meaningful. Makes it really hard to do solid product work.
Over time it felt like leadership was more focused on titles, politics and process than actually delivering value. Not an easy environment if you're someone who cares about outcomes and clarity.
