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They have stopped sharing critical information about the health of the company to the employees. The numbers that every employee ought to know. When asked about it, we don’t get a straight answer. Lots of word salad amounting to nothing. What we see around us are layoffs after layoffs. In addition to key people quitting, those who’ve been critical to customers we have or had.

The GTM Carousel: The executive layer is basically a game of musical chairs orchestrated by a bunch of guys named Bill Lumbergh. We lost our CRO, CMO, VP of Channels, and SVP of Global Marketing practically in the same breath, immediately followed by the core field marketing and demand-gen directors—the actual people who brought in the leads. The C-suite is in a total tailspin, which means you’ll get cornered by eight different executives all asking why the engineering backlog isn't magically solving their pipeline problems. Yeah... I'm gonna need you to go ahead and close those enterprise deals yourself on Saturday, that’d be great. The "Bobs" Cost-Cutting Strategy: Leadership genuinely seems to believe that if they just keep bringing in consultants to slash infrastructure budgets and "fix the glitch," the company will somehow magically grow. Newsflash: you can't cost-cut your way to a valuation milestone. They’ve completely gutted the sales pipeline, and now the executives are walking around looking genuinely shocked that ARR has flatlined. So, yeah... if you could just go ahead and find us some enterprise clients with a zero-dollar AWS budget, that would be terrific. It’s like draining all the oil out of a car engine to make it "leaner and lighter," and then acting completely baffled when it throws a rod on the highway. Welcome to Maintenance Mode: Innovation has completely left the building. We aren't building cutting-edge AppSec tech anymore; we are running a high-stress skeleton crew staring blankly at IDEs, just trying to keep the legacy monolith from imploding and patching bugs for a shrinking pool of clients. But hey, leadership will still hop on a global all-hands call and gaslight the entire company with slide decks about our "next big strategic pivot." Yeah... I'm gonna need you to come in on Sunday to work on that dead Jenkins pipeline, mmm-kay? Meanwhile, Milton is actively in the basement with a box of matches because the house is on fire. Toxic Blame Shift: As the ship takes on water, the culture has mutated into a low-trust, finger-pointing circus. Executives manage by pure, unadulterated panic. The goal of any given workday has shifted from "writing clean security software" to "make sure your Jira tickets are pristine so you aren't the one standing in the virtual hallway when Lumbergh comes by with a coffee mug to tell you your engineering pod is being restructured." Yeah... if you could just go ahead and take the blame for the lack of sales traction, that’d be awesome. The Milton Treatment: Our executives are apparently completely allergic to the bad PR and actual severance payouts of a transparent layoff, so they’ve pivoted to a recurring, biannual schedule of manufactured attrition. It’s a beautiful corporate ritual: every six months, right on cue, they inject just enough toxic cultural friction, arbitrary bureaucratic hoops, and unworkable demands into the sprint cycles until the expensive senior dev talent gets fed up and rage-quits on their own. Yeah... I’m gonna need you to go ahead and log 40 hours of micromanaged time tracking, mmm-kay? Voila! Headcount miraculously evaporates right before the board meeting, leadership avoids filing a public WARN notice like a failing company, and they get to hit their budget targets without ever admitting that the overall execution has been a total dumpster fire for years. It’s not a layoff, guys—it’s just our scheduled, bi-annual "spontaneous realignment!" The Champagne Victory Lap: And the absolute best part? To celebrate the cost-savings of shedding all those expensive engineering and sales salaries, the executive team immediately hops on planes for an upscale, in-person summit to "strategize the path forward." Nothing says "we're all in this together" quite like the C-suite clinking glasses at an expensive retreat (on LinkedIn) right after cutting the lifeboats loose.