The technology organization suffers from a lack of strong engineering leadership and accountability. Managers often avoid making firm technical or project decisions, which leads to shifting priorities and unclear direction. When initiatives struggle, responsibility is frequently pushed downward onto engineers rather than addressed at the leadership level.
There has also been noticeable turnover across engineering teams while leadership continues pushing a model where only a small number of onshore “lead engineers” remain while much of the development work moves offshore. In practice this creates bottlenecks where engineers complete work during normal hours but cannot move code forward until offshore teams review and approve pull requests.
Leadership has also introduced initiatives without realistic planning. When internal AI tooling was introduced, expectations around productivity were abruptly changed (for example, reducing story point estimates under the assumption AI would accelerate development). At the same time, engineering resources were directed toward building an internal AI assistant that largely functions as a wrapper around existing models while higher-priority platform work remains under-resourced.
Culturally, the environment can feel dismissive toward engineers. Turnover remains high, concerns raised by teams are rarely addressed, and negative feedback about the organization has been consistent for years without meaningful change from upper management.