The company [thales/imperva] has a deep cultural problem. Leadership — from executives to directors — is largely detached from the actual product and the people building or supporting it. There’s a recurring cycle of hiring and firing, with no clear vision of what kind of talent or mindset actually works long-term. New employees are often set up to fail because the "ideal" mold isn't defined — or worse, constantly shifting.
The product is struggling. Core issues are ignored in favor of flashy, investor-pleasing features. Critical feedback from those closest to the problems is routinely dismissed, and those who try to improve things are pushed out, sidelined, or leave from burnout. Strategic decisions are often short-sighted, made by individuals who either lack domain expertise or are more focused on optics than outcomes.
Post-acquisition (Thoma Bravo, Thales), things only got worse. Imperva used to have potential, but that’s been steadily eroded. The culture now feels extractive — employees and products treated more as cash-flow sources than long-term assets. Morale is extremely low. Many of the best have left or are actively trying to. Toxicity is openly discussed — even by current staff.
