A memoir about what's broken in tech and how to fix it
Coming soon
I'd lost count of the layoffs. What I did not lose was the ability to see the pattern — being called a bad fit rarely means you're broken. It usually means the room is.
For years I watched the same thing repeat across startups, government contractors, and some of the biggest companies in the country. Organizations hire people to find problems, then get rid of them when the problems turn out to be structural. It is easier to replace a person than to fix a system.
If you've been told you're “not a culture fit” after naming something nobody wanted named, this is for you.
If you've walked out of a meeting wondering whether you're the crazy one or whether everyone else is pretending, you're not alone.
And if you've been laid off for speaking plainly, then watched the same problems grind down the people who stayed quiet, you already know: being a bad fit is often the sanest available response.
Every two weeks I send stories from the book and the patterns behind them — what dysfunction looks like early, while you still have options.
What's here
Bad Fit is a memoir. It reframes being a bad fit as evidence of integrity rather than a defect, using years of documented workplace experience — and a lifetime of being the person who changes the thing that isn't working instead of adjusting to it.
Shorter pieces on the patterns: the scapegoat economy, the isolation economy, the translation tax between creative and business thinking, and the warning signs that show up long before the layoff does.
Where the stories land first, along with the frameworks I'm still working out.