Callhealth to be frank was a great company to work.but things are changed currently after hiring the new CTO,Madhu Gothumukkala. He started firing people without any reason. The very professional, well sound technical candidates got fired. Without any reason.that seams to be very bad. Obviously no one shows interest in joining callhealth when they feel there is no job security in it.Not only that,he just wants to go around looking for where the good looking girls are just to have fun with them.He is termed as 'iron leg' by many as after he came many technically sound candidates started leaving the organisation.Every technical employee feels like a burden staying in callhealth because of new CTO. When employees want to go and share their issues, he does nothing instead he ignores them and later fires them off. Many good technically best managers in callhealth were threatened and asked them to move out of the company and the team got abandoned. Later he started firing employees in the team.If technology team itself leaves and what is the growth the organisation expects? Will he himself sit and do all the work of each and every employee? Security guard is better than him. He does his duty well. He isnt even fit for that role. To show himself best, he just sits like security guard at floor watching team when they are working even at night. There would be nothing he can do. Atleast if someone talks technical stuff, he doesnt know abc of it. He is just for showoff. Firstly he isnt fit in that role. Why should callhealth search for someone in US for that role and get him when there are much more talented guys who aptly fit for that role in india itself? Its obvious that after trump effect every one wants to rush back India, and this felow also had to.As a well wisher of callhealth wishing things go good to it. First instead of firing employees unnecessary fire the actual candidate,CTO, who is unfit in technical and shows his cheap behaviour with people.Thats when callhealth can grow well.wishing callhealth best of luck..
