After a VP was hired through a connection to upper leadership, the IT team was rapidly expanded. Rather than streamlining or hiring based on clear needs, the focus seemed to be on growing the team quickly. The approach to hiring felt more like, “Let’s bring someone in fast, as long as no one pushes back too much.” Team members were asked to participate in group interviews, but the process felt largely performative. If you offered honest, critical feedback, it didn’t seem to carry much weight. In fact, speaking up often felt quietly discouraged. This was especially frustrating for women in IT, where dissent was even more stifled, creating a sense of isolation. The VP appeared to prefer candidates who wouldn’t challenge him or stand out too much, as if he was looking for a go-between — someone to take direction, rather than someone who might raise standards or bring independent leadership. Soon after this overhiring took place, the company experienced significant layoffs and furloughs. In Q1 of 2025, 20% of full-time employees (44 people) were furloughed, and those furloughs were followed by layoffs. This came after a period of ongoing layoffs, and no advance notice was given to the staff. It’s clear that the rushed hiring process, paired with poor planning, led to overstaffing and ultimately contributed to unnecessary job cuts.