I worked for a South Korean startup where I was hired as the sole marketing department employee, tasked with managing all marketing operations. The company, led by an inexperienced CEO, had an ambitious but unrealistic plan to expand into Southeast Asia despite lacking a viable product for the region. The CEO promised multiple benefits, including stock options, salary increases, and the ability to build a team. However, none of these promises were fulfilled, and the CEO failed to provide the resources or support necessary for success.
Introduction
When I joined a South Korean startup as one of the first employees, I was eager to take on the challenge of building something new. The CEO, a South Korean businessman, had ambitious plans for the hospitality tech industry, and I was responsible for handling all things marketing—essentially running the entire department on my own. Despite promises of growth, stock options, salary increases, and the opportunity to help shape the company’s future, the reality quickly became something else entirely.
The Workplace Dynamics
From the outset, I had a difficult working relationship with one of the early hires, who made collaboration challenging. She often crossed professional boundaries, creating a hostile and uncomfortable workplace. However, it took me many instances and situations to see the CEO for who he truly was. At first, he seemed diplomatic and fair, but over time, I realized that he was primarily acting in his own interest. He would agree with everyone during one-on-one conversations but consistently avoided taking meaningful action. It became clear that his focus was on his personal benefit, and anyone he no longer found useful was easily discarded.
The Promises and Challenges
The CEO made numerous promises, including significant benefits, stock options, salary increases, and the chance to build my own team. However, these promises never materialized. I managed all marketing efforts with an extremely limited budget, something I had never encountered in my career. Despite these constraints, I took on the challenge and reminded him of his commitments yearly. Over 3.5 years, the only salary adjustment I received was a $300 increase—far from the recognition and compensation I was promised.
The Remote Work and Broken Trust
About a year and a half into my role, I requested to work remotely, which the CEO approved. This arrangement worked well, given that my team was already remote. However, during one of our scheduled salary reviews, the CEO delayed the conversation yet again. Behind the scenes, he was secretly planning to replace me. Without any notice, he abruptly terminated my employment via email, giving me only two weeks to wrap up my work. He claimed I wasn’t entitled to severance pay and tried to frame my departure as a resignation to avoid legal liability.
The Legal Battle
In response, I hired an attorney to fight for my severance pay. The CEO’s behavior during this time was manipulative—refusing to acknowledge that he had fired me and trying to make it seem as though I had resigned. He even attempted to access my pension funds and use them as severance, a clear violation of labor laws. Throughout the ordeal, he threatened me, denied written agreements (such as my remote work approval), and sent condescending messages attempting to justify his actions.
Under South Korean labor law, employees who have worked for a company for over a year are entitled to severance pay, typically one month’s salary for each year of service. In my case, the CEO attempted to circumvent this by falsely claiming that I had resigned. Additionally, he sought to use my pension account to cover the severance pay, which is illegal under South Korean law. The pension fund is designated for retirement savings and cannot be used for severance pay. This action not only violated labor laws but also demonstrated a clear disregard for legal and ethical obligations concerning employee compensation.
Reflection on Company Culture
The CEO’s lack of leadership and blatant disregard for ethical practices became evident. His decision to rely on an executive assistant—who had no relevant experience—to fill critical roles and manage operations further exposed the company’s disorganization. Rather than addressing systemic issues, he sought to shift blame and undermine my contributions.
This experience was not my first with a South Korean CEO, but it was by far the most disheartening. Previous encounters had their own challenges, but this one was different because it was about more than poor leadership—it was about betrayal. I was manipulated with false promises, only to be discarded the moment I asserted my interests. My efforts and contributions were treated as expendable.
The CEO’s hiring practices further revealed troubling patterns. He avoided hiring South Koreans and preferred to focus on clients outside of Korea. He also displayed a clear bias in his hiring decisions, primarily selecting women, likely assuming they would be less likely to challenge his authority. When he did hire men, it was strictly on a contract basis. These practices contributed to an unsettling, unequal work environment that eroded trust in his leadership.
The Outcome and Lessons Learned
Ultimately, I secured my severance and moved on. The experience reinforced that sometimes, the best way to handle a toxic work environment is to stand your ground. South Korean work culture has earned its reputation for a reason—often, you’ll face situations where individuals with little authority will try to assert power. In such environments, it’s about enduring and seeing things through to the end. Unfortunately, this behavior seems common in many workplaces there. It’s disheartening to see so many people experience the same challenges, but standing up for yourself and knowing when to walk away is crucial.