DSS, Inc. reviews

The entire culture shifted dramatically when the new CTO took over. His behavior created a toxic atmosphere built on intimidation, retaliation, and instability. He routinely dismissed the input of experienced engineers, interfered in areas he did not fully understand, and made sudden decisions that caused confusion, outages, and unnecessary problems. He openly discussed his personal plans for the future, including the possibility of leaving the United States to go abroad and start his own business. These conversations added to the sense that he had no long-term commitment to DSS and created even more uncertainty for employees who were already struggling with the instability he introduced. Multiple employees felt targeted or threatened simply for asking questions or trying to raise concerns about technical or operational issues. One of the most troubling actions under his direction was the silent rollout of the employee monitoring software ActivTrak without notifying or obtaining acknowledgment from staff. This was done quietly and without transparency, creating serious trust and privacy concerns throughout the company. Another growing concern was the way the commercial side of the business was being handled. Many employees noticed a sudden push to reshape the commercial product to appear more profitable than it actually was, leading to speculation that the company was preparing it for a potential sale. This perception only strengthened the belief that the project had become unsustainable under the current CTO’s leadership and that decisions were being made to cover up failures rather than fix them. Critical federal and compliance-heavy projects suffered as well. Planning became inconsistent, priorities changed constantly, and communication broke down across teams. The collaborative and respectful culture that once existed disappeared, and morale dropped to levels I had never seen before at DSS.