Over the last few months the ship has gone off course for the sake of exponential growth, this has lead to inefficiencies across the company. Marketing was ramped exponentially “in hopes” of an exponential return instead of a slow and methodical approach that monitored returns. More C-level hires which impact substantially in terms of salaries have offered little in return outside of creating a sprint of hiring sprees, now subsequent layoffs and low morale. This demonstrates a lack of understanding Yardzen's model and placement in the market and instead trying to recreate growth from different sectors, copy and paste.
I agree with a previous reviewer that adding a second layer of family in leadership creates a huge conflict of interest and like-think not to mention a lack of diversity.
The co-founders do have different communication styles but until recently procured lots of trust. Trust that is being eroded by lack of transparency and allowing other C-level management to lead and make decisions. Management that demonstrates little concern for employee retention, culture, or well-being. A situation that is rumored to have existed at their previous organizations that led to repeated layoffs and a subsequent exit. This hit on morale was first observed when an abrupt leave from the head of HR was announced and their role was never filled.
