The wider business lacks clear direction, and engineering leadership has changed repeatedly. Each leadership change seems to bring another reset, another strategy, and another set of priorities, without much transparency on how existing teams, systems, or products fit into the future direction.
There is a growing top-down culture with very little autonomy. Decisions often feel pre-determined rather than genuinely collaborative, and there is limited ownership from senior leadership when things are unclear or go wrong. This has created a blame culture rather than one focused on learning and solving problems.
The company appears to be pursuing AI and new technology adoption very aggressively, but without a clear engineering strategy or practical understanding of how it integrates with the existing platform. There is a lot of reinvention, duplication, and building new things from scratch, while existing systems and teams are left in an uncertain position.
Engineering also still relies heavily on manual QA, which slows delivery and creates quality risks. There is not enough focus on sustainable engineering practices, automation, technical ownership, or long-term maintainability.
Career growth is very limited. Progression reviews feel like annual box-ticking exercises rather than meaningful development conversations. There is little evidence of a clear path for engineers to grow, take ownership, or influence technical direction.
Overall, the culture has become increasingly uncertain, top-down, and opaque. It feels like teams are being phased out or replaced without open communication, while leadership focuses on new initiatives that look good to the business but do not clearly connect to the existing platform or operational reality.
