Leadership vacuum at the top: The executive team is fragmented, risk-averse, and deeply siloed. There is a ever rotating cast of actors and priorities that burn people out without delivering results.
Revolving door of talent: Some of the most capable people have either left or been pushed out. Top talent is not retained or empowered—it’s replaced by safer, less experienced hires who won’t challenge the status quo.
No GTM strategy to speak of: Camunda’s commercial strategy is reactive and misaligned with its product roadmap. Sales, marketing, and product regularly pull in different directions. Targets are set top-down without a grip on market reality, then revised mid-quarter, eroding trust.
Burnout culture masked as 'ownership': Employees are encouraged to be self-starters and let go of work life balance—but in reality, they're left unsupported and overburdened. Accountability flows down, not up. Middle management is stuck firefighting, and no one is protecting the teams from executive churn.
SLT wants us to work like founders without the incentive: Recent All Hands and confluence posts about Camundi needing to reframe how we think work life balance will only work if our equity makes it worthwhile. It does not.
Politics > performance: Promotions are based more on personal alignment with leadership than impact. Dissent, even when thoughtful, is unwelcome. Those who raise concerns are seen as troublemakers, not leaders.
The Partnerships team: Neglected and mismanaged from the top —despite being critical for scale. Several years of investment have been wasted due to poor executive sponsorship and lack of GTM fluency.
Performative morale-building: In response to worsening Glassdoor scores, there’s been a recent internal push for employees to flood the site with positive reviews. These posts receive little to no engagement, reflecting the growing gap between the curated external narrative and internal reality.
