Why I’m Leaving the Royal Classification Society: Six Months of Lessons in Company Red Flags
Posted on 2025-11-02 by Delta
After six months inside the Royal Classification Society, I’ve learned more about corporate red flags than any management course could ever teach. From distrust of expertise to leadership stuck in the 1980s, it’s been a front-row seat to how not to run a company. Now I’m walking away with clarity, and building something new: Zist Digital, an open and ethical alternative built on FLOSS values.
Read Full Post »For the past six months, I’ve been part of the Royal Classification Society (RCS), a company operating across multiple countries where I helped shape and build systems like RCS NEXUS and Project Posiden ( and its GPL3 ). I joined full of energy and idealism, ready to bring structure, transparency, and a bit of technical sanity to the table.
But, plot twist: turns out I accidentally joined a live demonstration of how not to run an organization. So here we are, six months later, a few dozen "urgent-but-not-that-urgent" meetings richer, and with a PhD in spotting corporate red flags.
🚩 1. A Lack of Transparency Always Costs More Than It Saves
Apparently, “transparency” was considered optional. Like a side dish. Decisions were made behind closed doors, information was selectively shared, and communication was treated like classified intelligence. If you’ve ever played a team game where nobody tells you the rules, that’s what it felt like, except the stakes were higher, and there was always a new "urgent" mystery to solve.
🚩 2. Distrust to Expertise Is the Fastest Way to Kill Innovation
Why hire experts if you’re going to ignore them? Somehow, every suggestion from someone who actually knew their stuff was met with skepticism, as if competence was suspicious. It’s an incredible phenomenon: engineers propose solutions, management stares blankly, and then proceeds to reinvent the wheel using cardboard and wishful thinking. Nothing quite says "we value innovation" like distrusting the very people capable of delivering it.
🚩 3. “International Professionals” Who Haven’t Seen the Modern World in Decades
One of my favorite ironies was watching management brag about being international-level professionals while acting like they were still running a port office in 1983. They were stuck in their old-fashioned marine bubble, convinced that outdated paperwork and blind hierarchy still counted as "leadership." Ethics? In that community, ethics are either a punchline or something offensive to bring up in serious conversation.
🚩 4. Burnout as a Badge of Honor
Working late? Praised. Questioning why? Problematic. Somehow, exhaustion became the main KPI. Because obviously, nothing says productivity like a team running on caffeine, anxiety, and unspoken resentment.
🚩 5. The “Work Harder for Less” Philosophy
Here’s the best part: not only were people expected to be loyal, they were expected to sacrifice their lives for the company. Underpaid, overworked, and constantly reminded that "we’re a family" which apparently means you should ignore your bills, mental health, and personal life because family never quits. In reality, it wasn’t family. It was free labor disguised as loyalty.
🌱 What I’m Taking With Me
I’m walking away with one thing I didn’t expect: clarity. I now know exactly the kind of organization I want to help create. one that doesn’t suffocate its people under layers of ego, confusion, and distrust.
That’s why I’m building something new: Zist Digital. “Zist” means life in Farsi, and that’s the point. It’s a business model based on FLOSS (Free/Libre and Open Source Software) values, designed to foster a clear, open, and healthy environment for people and engineers who actually want to build things that serve society, not just a quarterly report.
A place where expertise is trusted, transparency isn’t negotiable, and burnout isn’t glorified. Basically, the anti-RCS.
Leaving RCS isn’t a loss, it’s an escape from the Matrix. And like any good open-source project, Zist Digital will be a collaborative effort: transparent, ethical, and a little bit rebellious. Because if there’s one thing I’ve learned, it’s that real progress only happens when you stop asking for permission from people who don’t understand what you do.
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