- Was a highly stressful working environment caused primarily by poor management behaviours and bullying.
- Lots of mundane work, HX had very little, if any innovation. Vest majority of products had been built elsewhere before!
- No real business strategy, acquiring brokers and trying to integrate data without any kind of serious plan, is not going to work!
- Grand marketing visions actually had very little content, this disconnect between reality, translated into a stressful working environment for those told to “make things happen”.
- Lack of competency in management, where bad people were hired into the big roles. Their salesmanship was not a substitute for competence, and was eventually discovered, at great expense to the firm.
- unwillingness for management to make the difficult decisions around “the how”, as it grated against their narrative. Personal face took precedence over anything else.
- No real collaboration between teams, other than a few units that cut through the BS.
- Bonus structures encouraged staff to work against each other.
- Tech stack was built on sand, hardly cutting edge, often timeliness prioritised over quality of products.
