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I recently experienced a layoff at Innovaccer, where I worked as an analyst. This was the company's third layoff in four years, which raises serious concerns about their long-term vision and stability. The company is currently undergoing an AI transformation, but their products have been under scrutiny due to two lawsuits, which indicate that clients have lost millions due to failures in their services. On May 15th, I, along with many others, was locked out of our systems just after receiving an email notification at 7:30 AM IST about the layoffs. The suddenness of this decision left many of us in shock, especially since there was no transition plan for employees to adapt to the new AI platform. Ideally, the company should have provided training and a reasonable timeframe for employees to shift into AI roles rather than abruptly cutting staff. After speaking with some colleagues who remained in the department most affected, it’s clear that the team is severely understaffed and lacks the necessary AI support. This has created a sense of panic among the remaining employees, as they are now expected to manage without the knowledge and resources that were previously available. It raises several questions: How can Innovaccer claim to be AI-ready when they struggle with basic operational issues? Can clients trust their AI tools after experiencing failures with their data engineering products? And is the leadership capable of making sound decisions given their history of frequent layoffs?

Company: Innovaccer

Job title: analyst

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I was laid off twice in last 8 months. Top performer. Recent one drowned me alot and exit was brutal.

Now, several recruiters ghosting application or low balling than my current salary.

one opportunity is @ final rounds

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Energy is better when I batch applications and keep mornings for deep prep.

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Portfolio traffic increased after posting a short thread on performance debugging wins.

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Created a checklist to verify recruiters and company careers pages before replying.

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Ghosting hurts less when pipeline is diversified. I need at least three active loops.

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The challenge reminded me to narrate trade-offs more clearly, not just final visuals.

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I interview better when I whiteboard from requirements to constraints before solutions.

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Noticing stronger response from applications where I include a one-page design rationale upfront.

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Response rate is low for cold applications; referrals are likely the leverage point.

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