The company’s culture has deteriorated, with once-meaningful values replaced by hollow messaging and superficial details. Selflessness has vanished, and individuals shielded by the company’s channel organization strategy often lack competence. A telling example is channel new senior leadership’s refusal to wear a company-branded T‑shirt, or the Jamf badge at a corporate event because they deemed it unattractive/serious — opting to remain in power suits — which demonstrated disregard for the broader team’s show of unity or what was once its DNA.
Communication is poor, long-term strategies are misguided, and the channel department carries significant dead weight. Projects are frequently left incomplete, yet falsely reported as delivered, which is either an insult to employees’ intelligence or evidence of a deep disconnect between leadership and staff. Executives appear to have been left stranded when C-Level appears to have stopped genuinely caring. Many ongoing problems stem from ill‑considered acquisitions from the previous CEO (which now is on the board of Jamf and one of his direct competitors - Go wonder).
