Completely incompetent leadership at the VP level
Our product team received a new VP one year ago. Despite coming from the same domain—leading to the assumption that he would bring valuable insight and direction—he demonstrated a lack of understanding of our product, the market, and fundamental software development principles and processes.
Meetings with him were meaningless and usually unproductive. These sessions were scheduled without regard for working hours or time zones, and rarely resulted in any clear decisions. He consistently failed to understand even the simplest documents, spreadsheets, or explanations.
He frequently requested various dashboards and statistics, many of which were never opened or acknowledged after we spent days or weeks preparing them.
His people management was particularly problematic. He repeatedly undermined close colleagues in public forums, using phrases like “this is bullshit” or “this is shit” to describe work he had previously approved or even requested himself. This behavior was demoralizing and unprofessional.
Agreements or decisions made during meetings were often forgotten or contradicted the very next day. When asked when a decision had changed, his response was simply: “now”
Ultimately, his leadership created a toxic environment. Positive initiatives from prior years were dismantled, and our product development efforts suffered significantly under his direction.
