The internal culture is extremely toxic. Dishonesty is often rewarded, and critical thinking or ethical concerns are treated as threats rather than opportunities for improvement. In my experience, leadership encouraged a culture of deception — from misreporting headcount and budget use to concealing project issues in order to maintain appearances. Management at multiple levels prioritized loyalty and office politics over competence and professionalism. My direct leadership, including my manager and senior manager, consistently demonstrated poor judgment, rewarded mediocrity, and engaged in inappropriate behavior. Disturbingly, I witnessed a workplace environment where sexually explicit images of female coworkers were shared and discussed openly. Despite multiple complaints, no meaningful action was taken to address this behavior.
My direct manager A.S. appeared unequipped for the technical and interpersonal demands of his role. He frequently went entire weeks without communicating with members of his team — even while working in the office and sitting just feet away from them. This lack of engagement created confusion, delayed decision-making, and reinforced a culture where individual contributors were left unsupported. He also relied heavily on misrepresentation and alignment with his superior to maintain his position. Senior leadership in turn, fostered a culture of fear and complacency where unethical behavior was normalized and even protected. The broader culture operated on a strict internal hierarchy, where employees were constantly reminded of their distance from senior leadership — referred to by levels like “E minus 2.” or “external” for contract workers. This reinforced a sense of being undervalued and replaceable. Psychological safety was non-existent, and retaliatory behavior was common when issues were raised. Despite a requirement to be in-office 50+ hours per week, much of that time was consumed with irrelevant conversations and posturing, rather than productive collaboration or technical work.
