Toxic, unprofessional - Project Manager Network People Services Technologies Employee Review

There’s nothing good about this company. Brief - Lala company disguised as a listed company. HRs are extremely biased and no authority over any decisions.

The work culture is highly toxic, driven by favouritism and bootlicking rather than merit. Senior leadership, including VPs and top management, often display unprofessional behavior (abusing employees on the office floor) and use scare tactics to create a stressful environment. There are serious concerns around ethics and governance. The company has faced multiple penalties from regulatory authorities and customer banks related to security lapses and non-deliverables, which further affected employee morale and confidence in leadership. The organization’s stock price has also seen a significant decline, adding to instability and uncertainty. HR policies are applied inconsistently and appear to favor a select group of employees. Work-from-home flexibility is largely limited to VPs and the bootlicking employees, while the same is denied to others despite similar roles or circumstances. Transparency is lacking in hiring practices. Candidates are promised a different office location in Vikhroli/ BKC etc, but these claims are misleading. They boast about their flexible work timings but employees are asked to mandatorily clock-in before 10 AM, while there’s no fixed time to clock-out. Overall, the environment discourages honesty, fairness, and long-term growth. In my experience, company’s environment is extremely toxic. Do not join this lala company!

No pros of this company

Work–life balance can be inconsistent, especially under certain leadership, with frequent last-minute changes and tight deadlines. Communication between management and engineering teams often lacks clarity, which leads to rework and confusion. Many processes are still evolving, making the environment challenging for professionals who prefer structured and well-defined workflows. The work environment feels largely unsupportive. Concerns or feedback raised by employees are often not acknowledged by HR or management. Knowledge transfer and onboarding processes are weak; KT is frequently delayed or incomplete, and there is limited documentation or guidance on how systems actually function. This creates dependency on individuals rather than enabling teams to work independently. There is a strong emphasis on “ownership,” but without adequate support, clarity, or mentorship. Expectations are high, yet collaboration and guidance are limited. The culture tends to favor command-driven execution rather than empowering experienced professionals to contribute ideas or improvements.