Six

Six months ago, our manager left the organization, so they transferred a product manager from the product team into our data team. She had no understanding of how data pipelines work. She often said tasks would take 10 minutes, but in reality, they were much more complex. She wants everything to be done asap. Currently, only one other colleague and I are handling all 8 data pipelines/products. Initially, we struggled for about two months, but we eventually understood all the pipelines on our own. The company has not hired additional data resources, and both of us have been overwhelmed with work. We often work 12–13 hours a day and even on weekends. Despite this, she would speak arrogantly, questioning our efficiency and even saying things like, “What are you getting your salary for?” Because of her pressure and instructions, I implemented something the client did not ask for. Later, the client clarified that they wanted something else, and I already knew that our implementation was incorrect and client don't want this. All the blame goes to me. We had arguments between us in daily standup due to her arrogant behaviour. She would also get angry whenever I asked for proper documentation or a clear problem statement. After a few months of this toxic behavior, both my colleague and I decided to resign. Another girl from the product team had already resigned earlier due to her. After six months, upper management replaced her with a senior data engineer from our team. While he is technically strong in data engineering, he lacks a detailed understanding of the products, data, and business logic. He tends to argue frequently and rushes decisions, suggesting quick solutions without fully understanding the business logic we have implemented. We often have to correct him. Recently, he created a pipeline without using variables, directly using production paths, and did not follow any model naming conventions. He then assigned me an RCA task to compare my table results with his pipeline tables and suggest fixes—specifically identifying which products are missing in his table but present in mine. Since this pipeline is new to me, I asked 8–10 questions to understand it better. Although he answered, I was not satisfied with his explanations or with the final results of his pipeline as final table is not connected downstream models. I told him I could not complete the RCA without proper understanding. He responded by asking how much time he needed to spend answering my questions and said he was “hand-holding” me. Also, in a previous task, when I was on leave for a week, I had asked him few questions about a client requirement. Initially, he did not even know about the relevant columns which needs to be used. After some time I identified those and prepared edge cases and discussed them with him, he still felt he was “hand-holding” me, which is not true. He don't how business logic is implemented or which table to use or which columns are manadatory. He even told my colleague that howmuch time he has to merge the pr. I am independently managing 5 data products, including feature additions, bug fixes, testing, upgrades, and RCA, while he does not fully understand even half of the products. Am I over reacting? Please help.