There’s a significant push to modernize the platform, but there isn’t clear alignment on what that modernization should actually look like. Teams largely operate in silos, which makes cross-functional coordination difficult. At the same time, there’s an effort to accelerate delivery by bringing in external vendors to build solutions, but without clearly defined scope or architectural direction. That creates a real risk of investing in services that may ultimately be discarded or introduce substantial technical debt.
A new CTO joined over a year ago, but the technology organization still feels fragmented, with no cohesive vision for unifying Product and Engineering or establishing a clear path forward. Leadership decisions have also raised concerns, particularly repeated layoffs across teams and departments that appear more focused on improving short-term financial optics ahead of a potential sale than on building long-term organizational health.
The company’s mission is genuinely compelling, but at the end of the day, it is still a for-profit business serving underprivileged and special needs students. At times, that tension feels reflected in the decisions being made, where financial priorities seem to outweigh mission-driven outcomes.