8RAC IT’s Inner Circle: The Reality of Favoritism and Toxic Management
8RAC IT
Negative
The counter-statements show how you handle feedback, reflecting the mindset of the CEO, Hi*el, Koll*l, M*nhaj, and their group. They often silence employees through direct or indirect threats of termination, creating a culture where speaking up feels risky.
Your company has relied heavily on 8RAC as its main client for years. It’s not competitors damaging your reputation – it’s your own biased practices, favoritism, and internal power struggles.
You’ve created a culture that values loyalty over merit, encouraging cliques, free mixing, unprofessional behavior, and ignoring genuine concerns. Instead of building a professional work environment, the focus has shifted to normalizing behaviors like drinking, drugs, promoting free mixing, party-like culture, and surrounding yourself with people who support your decisions, right or wrong, rather than those who are genuinely skilled.
❌ The CEO often uses his connection with Mr *sif Sal*h (ED of BRAC and Chairman of 8RAC IT) to avoid accountability, mentioning this link to suppress dissent.
➕H*mel, despite having limited leadership skills, was being hired to a senior role at *RAC IT, largely due to his loyalty to the CEO and personal connections. His past behavior, including reported arrogance and unprofessional conduct, has created a toxic work environment where even female colleagues hesitate to speak up, fearing job insecurity. He was reportedly hired into BRAC Technology using his wife’s influence, who served as a PA to a senior director.
Meanwhile, loyal but unskilled hires are brought in to support the personal agendas of the leadership, creating a culture where real talent is sidelined, and genuine employees are overburdened, handling both their own work and the work of these favored but less competent colleagues.
This toxic culture is eroding the company’s long-term reputation, making it a place for chilling, money making and enjoyment rather than real work and growth.