Leadership really needs a shake-up. There’s a lot of talk of “We are a bunch of startups rolled into one company, with lots of CEOs!” which sounds cute but doesn’t work for a company of this size. It is a way for leadership to avoid accountability, and ends up with employees feeling gaslighted. Be candid and realistic about the issues - acting as if things are lollipops and gumdrops when it is far from it can be really disorienting for employees who spend 8-10 hours a day fighting fires left and right. There has been a lot of attrition of strong performers who really cared about the business yet got burned out and left, and it’s a bit of an elephant in the room.
If being an acquisition company is the strategy point forward, invest time/money to get better at integrations. The underlying processes and systems are outdated at best - we don’t want our clients living in Excel spreadsheets all day, yet we won’t make that same investment to be a tech savvy company and give our own people the tools they need to do their best work.
Product continues to have more and more bugs as new features get added, and performance has degraded substantially over the past year. The UX that was once very intuitive has become difficult to navigate, and clients are noticing. Focus more on what clients need and less on internal metrics for adding new features. Take time off from adding new features for a few weeks to make sure the software is stable or it is going to become unusable, and smaller companies that are more agile will pop up and grab market share.
There is also an awful lot of greenwashing for a company whose revenues are wholly sustained by oil and gas producers, and desire to be a “woke” tech company despite it being run by primarily older white men (and check out the founder’s Twitter page - yikes).