Glenn Abel

Startup-like hiccups, but good place to start Leadership is slow and often unwilling to invest in its team and resources. Part of their ability to do this lies in their tendency to hire recent graduates, and/or professionals whose citizenship/visa requires that their working status to be at a certain level - in other words, employees who don't know any better or aren't likely to raise eyebrows. In particular, the topic of salary is incredibly sensitive. Since it's such a small company, the biggest point of influence obviously is the CEO (especially as the COO is out of the country). Glenn is generally a great and reasonable mentor, but he is also prone to making rash decisions regarding ideas, technologies, and customer feedback that he has no real knowledge about. His temper, which usually stems from his lack of understanding, often shows in inappropriate situations, and employees are left to just kind of deal with it. Another big source of slowness in productivity was that the team often had to repeat meetings because leadership either couldn't remember the original outcome, or they had never done their due diligence to read the materials and fully understand the topic in the first place. Perhaps correlated with this is the fact that a large percentage of our product enhancements were made as a reaction to client complaints/demands. When processes are that centralized around customer dissatisfaction, it trickles down to the team and also turns into ridiculous expectations from the offshore development team. As a company, we should have done much better competitor and customer research to figure out how we could stand out in the market, rather than only building things so we could close a single deal.