Sigma Computing

Excessive control and oversight, coupled with a lack of autonomy and independent thought. The co-founders of the company tend to involve themselves in a lot of projects (unfortunately, on the final stages), neglecting the focus on strategic, high-level issues as they should. They also fail to nurture their staff. Instead, both of them chose to contribute to the code.

Immature management style. Instead of concentrating on the necessary tasks, a significant portion (though not all) of the company managers and senior employees strive to please the co-founders.

Absence of personal and professional growth — the career ladder remains intentionally ambiguous, and the feedback from management lacks practicality. Professional advancement hinges on project completion rather than impact or influence itself.

Bad company culture. Recent abrupt departures (including layoffs) have created voids in both the company's culture and its org structure. Core teams are overworked and demotivated, some of the team members explore opportunities elsewhere.

Lack of good product management. Much like the co-founders, the PMs lean towards the other important tasks rather than setting a clear vision for their domains.