Jun 4, 2026 · 51 min · 11 segments
A rant-filled episode where Deany and Simon discuss the misalignment between a company's brand and their actions. Plus, Deany discusses negative candidate experiences while Simon debates the merits of…
Simon CarabettaHostDini JagdurHost
look, Beanie, speaking about balance, it is about balance when we talk about branding, right? And this is something I'm quite passionate about because the way I see it and the way many people see it is branding is actually a promise.
It's something you exhibit in your products, in your services, your values, in your job ads, in your LinkedIn presence.
And more often than not, we find stories and anecdotes of people who are seeing a misalignment in their own role in the company, in the way that they see others and themselves treated, the processes in the backend that might not align so well with that public facing branding.
I was part or I was lucky enough to get a job at this large consulting company, global consulting company, and they were very people first.
Like they had all these initiatives, like women's initiatives, like all – LGBTQI initiatives, like everything, you know.
I was in awe at the apparent culture of this corporation, right? Like, yeah, I was very, very impressed, so much so that I bought shares, you know, in the company.
Fast forward eight months and then I got made redundant and it was just, I think there's a lot that comes with people just being let go from their jobs, right? Aside from, you know, the clear jobs.
reasons of, oh, if they did something wrong or illegal or they weren't performing, that kind of thing.
With the redundancies, a lot of the time it comes from just poor management, right? So you've invested into an arm or a team or a division and for some reason, maybe it's out of your control, maybe it's just you know, whoever had the idea of building this division was very influential, which happens a lot.
There wasn't the expectation that it wouldn't work, right? So you invest a lot and then it turns out, oh, actually this line of business isn't making money or I don't know.
It's always the bottom line, right? Not enough money being made, um, or the cost does is not commensurate with the money being made.
In terms of the, what I was getting at is I think the company is trying to be people first, but it is very hard to, to have that strategic.
foresight, it's hard to guarantee that you're going to be able to sustain whatever workforce you build into the company because it is ultimately down to the bottom line.
Like, is there enough money to keep them on? Is there enough money to keep paying our investors, including myself? Is there enough money to keep the board happy? You know, depending on what type of company you are.
look, Beanie, speaking about balance, it is about balance when we talk about branding, right? And this is something I'm quite passionate about because the way I see it and the way many people see it is branding is actually a promise.
It's something you exhibit in your products, in your services, your values, in your job ads, in your LinkedIn presence.
And more often than not, we find stories and anecdotes of people who are seeing a misalignment in their own role in the company, in the way that they see others and themselves treated, the processes in the backend that might not align so well with that public facing branding.
I was part or I was lucky enough to get a job at this large consulting company, global consulting company, and they were very people first.
Like they had all these initiatives, like women's initiatives, like all – LGBTQI initiatives, like everything, you know.
I was in awe at the apparent culture of this corporation, right? Like, yeah, I was very, very impressed, so much so that I bought shares, you know, in the company.
Fast forward eight months and then I got made redundant and it was just, I think there's a lot that comes with people just being let go from their jobs, right? Aside from, you know, the clear jobs.
reasons of, oh, if they did something wrong or illegal or they weren't performing, that kind of thing.
With the redundancies, a lot of the time it comes from just poor management, right? So you've invested into an arm or a team or a division and for some reason, maybe it's out of your control, maybe it's just you know, whoever had the idea of building this division was very influential, which happens a lot.
There wasn't the expectation that it wouldn't work, right? So you invest a lot and then it turns out, oh, actually this line of business isn't making money or I don't know.
It's always the bottom line, right? Not enough money being made, um, or the cost does is not commensurate with the money being made.
In terms of the, what I was getting at is I think the company is trying to be people first, but it is very hard to, to have that strategic.
foresight, it's hard to guarantee that you're going to be able to sustain whatever workforce you build into the company because it is ultimately down to the bottom line.
Like, is there enough money to keep them on? Is there enough money to keep paying our investors, including myself? Is there enough money to keep the board happy? You know, depending on what type of company you are.
The rest of this transcript — segmented and speaker-labeled, so you land on the exact moment something was said
Search every transcript — by keyword, by phrase, or by meaning, across every show Radar indexes
Trends — what is surging across podcasts, measured against its own baseline
Alerts — when a name you follow appears in a newly indexed episode
No account is needed to search Radar.