Product vision comes from one founder, who disregards the input of (and doesn't value) product and engineering professionals. Despite the claimed startup environment, owners/founders cling to their military and academic backgrounds, where orders come from above and all staff members are expected to fall in line. Boston staff have more access to (and more respect from) the most influential founder, especially if they participate in the party culture after hours. All leadership messaging focuses on IPO, rather than goals for the software, services, or customer/partner outcomes. Marketing, sales, and product are tasked with retrofitting founder vision into something marketable - rather than working from a sound strategy that cascades into understandable tactics.
