Revolut

Ownership and some freedom to develop and deliver projects.

Early stage members will learn and grow a lot, to some extent.

The executive team is built by people who don't believe in managers, so there is poor growth potential for employees.

The CTO possesses no real leadership skill and thus promotes technical staff by merit of their proximity or similarity to him.

The CEO employs an inexperienced team of founders' minions to create KPI and performance review processes, resulting in a broken, non-transparent review system that doesn't reward anything other than immediate returns, lacking recognition for long-term deliverables.

There is no recognition for many long-time employees; this has even been seen with the early-stage team as well.

The company is trying to launch globally without hiring proper executives on the ground in global offices; all executive staff is hired in London HQ.

The company has developed into bureaucratic teams with many new hires with hidden motives who secretly bash others' work.

A lot of your processes involve indirect punishment of employees (no bonus, no raise, no promotion), but there's no such effect for the executive team. Blame is put on lower-level staff rather than higher-level staff. Remember, if employees leave, it's because you have failed to deliver the opportunities to grow them and make them successful.

Special note to founders and new executives: You are a small fraction of the pillars of the company. There are many who devoted and sacrificed a lot to help you get where you are, and you should help those people.