A largely new C-Suite took the company through a rapid demise, smashing through a once-great culture with a heavy focus on not listening to the previous problems and trying to get through more spinning plates and manufactured budgets based on aspirations of the PE owner than market/product fit.
So many projects and not enough presence and leadership from sponsors, who often went missing for 'other' priorities. Operational targets were driven without listening to anyone with any consideration of whether they were technically or humanly achievable. When it became apparent they weren't, to make it so suddenly became the latest priority, on top of the already impossible target.
Company kept on talking about a great culture, but in reality, it's the leadership that makes it, and when that leadership is continually omnipresent and 'talks the talk', but stumbles with the walk, motivation and belief becomes harder to understand.
What was once a great company is now a Yell-ow shadow of its former self.
