By JOSHUA ROSEPublished June 01, 2018 11:37:17I had just completed my PhD in psychology at Cambridge University when I was sacked in September 2018 for being a “problematic” employee.
At the time I had no idea that my job was to teach my PhD students how to code.
The reason I was being sacked was that the university had decided to remove the PhD student from the course because of her behaviour.
At that time, the only job available was a full-time one at a software company called Adlerian, which employs some 30 people.
The company told me I was going to be replaced by a “senior” engineer, which was an interesting distinction, because I’d never been promoted to senior, but was nonetheless promoted to vice-president of engineering.
After the news broke, I got an email from the vice-presidents of engineering, who were surprised that I’d made a complaint, and were understandably worried about my wellbeing.
The email asked me to explain how I’d felt about my job.
I told them that I was happy there, and that I didn’t feel like I had any problems with my job, but that I had experienced some issues with my work.
After that, the vice president of engineering said that I could leave the company, but only if I would sign a statement saying that I wouldn’t do anything that would harm Adlerians reputation or my own personal wellbeing.
I was shocked and shocked by the email, but also by the fact that the vice presidents were in a position of authority over me, because they had access to confidential information.
The statement I signed read: “I have had a number of negative experiences in my career, and I have been an experienced leader in the industry.
I have a deep respect for Adlerys reputation and reputation management team.
I do not want my name used in the media to undermine the work that they do, and will not participate in any further communications with the media that may be detrimental to their reputation.”
The letter went on to state that Adlerus reputation and integrity was at “an all-time low”, and that they were “at risk of losing a large amount of clients, due to their actions in the past”.
It was the first time I’d ever felt pressured to sign such a statement, and it was very disconcerting to have someone who had worked for the company for 15 years and had no previous negative experience with the company make such an extraordinary statement.
The vice- presidents did not listen to me.
I asked them why they had decided I couldn’t stay in the company anymore, and they told me that they’d decided that they would do what was best for me.
It took a long time for me to find out what had happened to me, and what I’d done to my reputation.
The day after I signed my statement, I was contacted by a different vice- president, who told me to go to the company’s headquarters to meet with him.
The first thing I saw there was a young man, who had an enormous smile on his face.
He was wearing a suit, and he was a bit overweight.
I asked him if he was Adlerious, and was told that he was.
The company’s chief financial officer, Mr Paul Gee, also came over and told me what had occurred.
He was in a wheelchair and he had an oxygen mask on, so he could only speak in a very deep voice.
He told me, “It’s a matter of the integrity of the organisation, and our company values.
We want to be able to say that we will not tolerate any behaviour of this kind”.
I didn’t want to believe what I was hearing.
I’d never met Mr Gee before.
He told me he was the chief financial executive of Adleria, and had been there since 2004.
He spoke to me for almost five minutes, but he didn’t give me a reason for why he was being fired.
I went back to the office, where I was told by another vice- presidents that I should leave the office immediately, because my case had been “misconstrued”.
I asked Mr Geed if he had been fired, and if it was true that the company had “misinterpreted” my case.
He replied: “We have been told that you are a problem and that we have to change our culture.
But I have never been dismissed from my position because of any misconduct.
I am an experienced executive and I’ve been a leader at the company.”
I was devastated, and left the office crying.
I had a feeling that something was very wrong.
I didn, however, feel that I needed to go public with this because I didn`t think that I deserved to be sacked.
I felt that the whole thing had been orchestrated by people who were very powerful and very influential, and who were willing to have a conversation with