1. There is a tight and small circle of trust among the leadership team, and it lacks experience or maturity. The Leadership Team is more interested in handcrafting the company (building rules and procedures, or “playing” corporate) than making the product better. For example at the company offsite, the LT spent 2 hours role playing the dangers of “gossiping” in the work place but did not reveal any pertinent updates, wins or future plans. Leadership is very concerned with the wrong things. ...... 2. The CEO is resistant to the experts around him. He often contradicts himself and refuses to offload responsibility. It's a sign that he's playing too many roles, many which he is unqualified to do. There is an inborn skepticism for all new hires, as if the CEO/subsequent leaders do not trust that employees have the company's best interests in mind. It's an unfortunate leadership style and inevitably drives attrition. Turnover is in fact high, but much of it is due to firing (which tells you where the problem lies). ..... 3. I have worked at many successful startups and Garner is by far the most bureaucratic. You are constantly met with red tape, making it hard to do your job well. No company will function optimally with this model, especially in an alleged "high growth" stage. Take your talents where you’ll be best able to use them and build. Other startups are looking to grow, rather than simmer.