HR is effectively one person with outsized power over hiring, firing, and internal narratives. There is no meaningful oversight on people decisions or confidentiality, which leaves employees feeling exposed rather than supported. The senior “people” leader often blurs profesional boundaries, shares private information across levels, and is openly negative about employees she doesn’t favor. Over time people notice that those same employees tend to leave quietly.
Customer‑facing and product teams live with the consequences of unstable leadership decisions: shifting priorities, reorgs, and colleagues dropping like flies without clear explanation. It creates a sense that the ground is always moving under your feet.
The finance/executive side is presented as polished and strategic, but interactions can be condescending and dismissive. There is a noticeable gap between how leaders talk about culture and how they actually treat people behind closed doors.
The company is split between the U.S. and Greece, with the CEO based overseas and very hands‑off on the people side of the business. That distance means serious issues with senior leaders rarely face real accountability, as long as results look fine on paper.
Feedback channels (surveys, etc, “we want your input”) exist but employees rarely see real followthrough. Many have learned that speaking up is more likely to be held against them than to fix anything.
