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To not have an office

Over time, I felt there was a lack of clear strategic direction and consistency in decision-making. Priorities seemed to shift frequently, which made it difficult to build long-term impact and confidence in the product roadmap. There were also challenges around management communication and transparency. Expectations around career progression and compensation were not always clearly aligned, which impacted trust. The structure felt increasingly hierarchical, and internal politics sometimes appeared to play a larger role than performance or expertise. In some cases, strong communicators seemed to advance more easily than those focused on execution and deep expertise. From a role perspective, my position became more operational and repetitive than expected. I would have appreciated more opportunities to contribute strategically. Greater ownership and clearer growth paths would improve engagement for senior profiles. Finally, I personally struggled to stay confident in the long-term product direction and positioning, which made it difficult to fully align with the company vision.