In 2024 the author joined as a junior full‑stack developer with two years experience and a high‑school art degree. The interview panel valued motivation and hired him, praising a culture that invested in people and promised growth. Fast‑forward to 2026, the same firm operates under a new CEO the writer has never met, and the original people‑first ethos has vanished.

The new department head enforces a Hire slow, fire fast mantra, piling workload while accepting a measurable burnout rate. Management pushes millions in revenue by forcing managers to dismiss high‑performers to meet targets. Product output now consists largely of AI‑generated components, even slated for a UI style. Perks such as remote work and flexible clock‑ins are being stripped away to accelerate the AI First redesign.

Feeling trapped, the writer admits lacking marketable skills beyond marginal coding ability and worries about aligning 40‑hour weeks with personal values. Colleagues report similar departures, with four teammates already gone this year. With perks eroding and AI‑centric targets dominating, the employee faces a stark choice: endure a culture clash or exit before dismissal becomes inevitable.