Following the migration to Procode, the leadership team and MD have struggled to establish a clear identity. The group CFO has indicated that redundancies should be expected as standard practice. This combination of unclear direction, lack of transparency, and manufactured urgency has created a toxic work environment. If leadership are looking to established tech firms to bolt on a culture, there are fundamental issues.
While leadership frequently emphasizes performance, their analogies, such as comparing the organization to Formula One pit crews, fall flat because those teams operate with clearly defined objectives and strong leadership, elements notably absent here.
The organization consistently overlooks innovation and genuine ideas in pursuit of unrealistic growth targets. Employees who raise legitimate questions or concerns face indifference at best, or worse, find themselves labeled as detractors and targeted in subsequent restructuring rounds. Decisions are almost always made behind closed doors, without the appropriate subject matter experts at the table.
The people are the real gem here, those who remain. But that won't last while the company constantly restructures, and downsizes in an effort to discover it's real purpose.
