Former Employee Experience

Compensation matters.
Respect matters more.

An account of workplace experiences, management concerns, employee turnover and questions future employees should ask before joining.

Read Our Experience Questions to Ask
01 — OUR STORY

Why We Created This Page

Employees deserve transparency, dignity and the ability to make informed career decisions.

This website documents the experiences and concerns of former employees who worked at the company.

Our intention is not to attack individuals. We believe employees deserve transparency, dignity, fair treatment and the opportunity to speak about their workplace experiences honestly.

The information presented here is based on personal experiences, observations and information available to us. Readers should independently verify any claims before relying on them.

02 — WHAT HAPPENED

The experience that started this conversation.

Positive feedback

Shortly before the terminations, the CFO and co-founder told us that we were doing great work.

Three employees terminated

During the Holi period, three of us were terminated from our positions. We subsequently understood that HR had been instructed to proceed with the terminations.

Pressure on other employees

Afterward, we observed what we felt was increasing pressure on other employees to resign. Employees did not simply agree to leave.

Further terminations

We also witnessed employees eventually being terminated by the AVP – Finance.

03 — OUR CONCERNS

Questions raised by our experience.

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Employee Turnover

Based on our observations, the company has experienced significant employee turnover, including changes among senior professionals.

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Where Is the CTO?

The company previously had CTO-level leadership, but we observed repeated changes in this position. From our perspective, this raises questions about whether experienced engineering leaders are given enough authority and independence to succeed.

Today, the engineering leadership structure appears different from what a traditional CTO-led organization might look like. In our experience, senior engineering responsibility can sometimes appear closer to a consulting or Head of Engineering arrangement than an empowered CTO role.

If you are an experienced engineering leader considering joining, one question worth asking is: "What authority will I actually have over engineering decisions?"

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Communication

The contrast between positive feedback and subsequent employment decisions raised questions about transparency and communication.

04.5 — ENGINEERING LEADERSHIP

What happened to the CTO role?

Leadership titles matter less than actual authority, accountability and the ability to make decisions.

One of the questions we believe prospective engineering leaders should ask is why the company previously had CTO-level leadership but subsequently went through repeated changes in that position.

From our perspective, the repeated changes raised concerns about whether senior engineering leaders were given sufficient authority to make independent technical and organizational decisions.

A CTO should not simply be a title. An effective CTO needs the authority to establish engineering direction, challenge decisions, build the right technical organization and take responsibility for engineering outcomes.

When that authority is unclear, a company may end up relying on consultants or alternative leadership structures instead of having a clearly empowered CTO.

A question worth asking If you're considering an engineering leadership position, ask:

"Will I actually have the authority to lead engineering, or am I being hired primarily to carry the CTO title?"
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Final Settlement

We had concerns regarding severance, notice-period treatment, deductions and the Full & Final settlement process.

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Legal Matters

We have heard information concerning legal proceedings allegedly involving former employees. Such matters should be independently verified through appropriate records.

04 — WORKPLACE CULTURE

High compensation isn't everything.

A high salary can look attractive on paper. But compensation is only one part of a workplace.

Respect matters. Stability matters. Trust matters. Leadership matters. Psychological safety matters.

From our perspective, a healthy workplace should allow people to disagree professionally without fearing retaliation or termination.

05 — BEFORE YOU JOIN

Ask difficult questions.

Before accepting an offer, do your own research and understand the employment terms.

Why did the previous person leave?
What is the employee turnover rate?
Why did previous senior executives leave?
How are terminations handled?
What are the notice-period terms?
Is there a severance policy?
How is Full & Final settlement calculated?
Can employees disagree with leadership safely?
Can you speak with former employees?
Are important promises provided in writing?

"High compensation without respect is not the complete definition of a great career."

06 — OUR MESSAGE

Do your own research.

Speak with current and former employees. Ask direct questions during interviews. Read your employment agreement carefully.

Understand the termination and notice-period clauses. Keep records of important communications and make sure important employment promises are documented.

If you believe your employment rights have been violated, consider obtaining independent advice from a qualified employment lawyer or the appropriate labour authorities.

Important This website represents personal experiences and observations. It should not be treated as a substitute for independent verification, legal advice or official records.

Disclaimer & Responsible Disclosure

The content on this website is based on the experiences, opinions and observations of former employees. Statements concerning other individuals or organizations that cannot be independently verified are presented as allegations, opinions or reported information and should not be treated as established facts.


This website is intended to encourage informed discussion and workplace due diligence. It is not intended to harass, threaten, defame or target any individual.


Readers should independently verify information and seek appropriate professional or legal advice where necessary.