• Extremely high-paced work culture with limited consideration for work–life balance and employee health
• Rapid growth appears to be prioritized over strengthening core processes and delivery foundations
• Risk of moving toward a traditional large-MNC-style operating model, with increased pressure.
• Processes and systems are largely unstructured and reactive rather than well-defined and proactive
• Limited learning, mentoring, or structured upskilling opportunities, especially for L4 and above roles
• Collaboration across teams is minimal; individuals are expected to deliver independently with limited support
• Frequent expectation-setting meetings without corresponding enablement, bandwidth, or tooling
• Sales and account pressures often cascade directly to delivery teams without sufficient buffering
• Senior resources are frequently positioned as “experts” in front of clients without adequate onboarding, ramp-up time, or backup support
• Senior roles often function as shock absorbers, leaving little scope for sustained learning or skill enhancement