Based on my experience, inclusion appeared to be more about branding than genuine belief. Internal dynamics pointed to ongoing sexism and tokenization beneath polished messaging. I observed systemic bias and patterns that disproportionately affected women and people of color. Turnover during my tenure appeared to reflect a deep gender imbalance: while men largely stayed, women, and disproportionately women of color, exited in the company in far greater numbers than men, many without roles lined up. I consistently observed women being directed explicitly or through cultural expectations to make their male colleagues work easier, often at the expense of their own growth. Executive leaders regularly modeled the behaviors and messaging that contributed to the culture I’ve described.