Over a period of 3.5 months, the product team experienced five departures, all women, due to an underlying product people-leader problem. During the interview, the role was positioned as a senior leadership team member who would quickly hire to grow a new internal capability. However, within the second week of employment, while still navigating onboarding steps, I was told that I “needed to show my worth.” Without consultation, my role shifted from being a strategic partner with strategy, marketing, and clinical to supporting daily engineering Agile meetings to push forward basic product functionality. Unfortunately, the product leader retaliated to my concerns about the significant discrepancy in how the role was positioned when I accepted the offer and the autonomy and time required to build a new discipline and termed the role.