Outdated technology stack. The platform is built on legacy foundations, and modernization efforts haven't kept pace with the market.
Leadership lacks domain depth. Many senior leaders don't have deep cybersecurity or IT backgrounds, which makes it difficult for them to set a clear product vision, read where the market is heading, or chart a credible path to get there. This was supposed to be a cyber company, but outside of the MDR team, that expertise is thin at the top.
Good ideas die quietly. I brought forward multiple product ideas that were blocked repeatedly with the rationale that the company is "device-centric, not user-centric." That framing felt disconnected from what the market actually demands.
Priorities shift without communication. Strategic direction changed several times during my tenure, but product was rarely looped in ahead of those shifts. I'd learn about new priorities after the fact, with no context on why things changed.
Attrition goes unaddressed. There were multiple rounds of quiet layoffs and a steady stream of voluntary departures. Leadership never paused to examine why people were leaving or to share any explanation with the remaining team. The expectation was simply to carry on as if nothing had happened.
Bottom line: A challenging culture, unclear leadership direction, and a product that isn't showing up on shortlists where competitors are winning deals. I'd encourage prospective candidates to ask hard questions before joining.
