Chalo Mobility Pvt ltd review

I was part of Chalo Mobility for 1-2 years, and this is my side of the story. The company has a great product, and when I joined, I was told that the people there were amazing. However, my experience was quite different. My manager was handling three projects simultaneously, leaving him with little to no time to lead ours. As a result, we took requirements directly from our PM and implemented them ourselves, with minimal contact with our manager. There was zero mentorship—he was simply not involved. Learning was entirely self-driven. When I joined Chalo, I had just six months of experience, yet I was allowed to push code to production without any review. If something broke, I was expected to take full responsibility. There was no guidance on best coding practices, no feedback, and no support for professional growth. We self-designed, implemented, and deployed everything on our own. Ironically, this was the best phase because, despite his lack of involvement, our manager was polite and respectful. After about a year, things took a turn for the worse. My manager was replaced by a new one—a woman who had just returned from maternity leave. She was barely online but had no hesitation in belittling, scolding, and even screaming at us over minor mistakes. Let’s assume for a moment that I wasn’t a top performer. Even then, I was never properly guided or given clear direction. The only person I interacted with was my PM, whose vague explanations often took me three business days just to comprehend. My PM was hard working no doubt. Then, my new manager placed me on a Performance Improvement Plan (PIP). She assigned me work that would realistically take three months but expected me to complete it in just one. Afraid of being fired, I pushed myself beyond limits—working 18-hour days for weeks, starting at 6 AM and ending past midnight. I was explicitly told not to seek help from anyone. Despite never having done such work before, I was expected to handle deployment pipelines, and troubleshoot infrastructure—all outside my core development expertise (I am a software developer). When I asked for guidance, my manager, who clearly lacked knowledge herself, simply told me to "figure it out." When I finally pushed my changes to staging, the staging went down. Just staging, whicj us devs use for testing. Instead of constructive feedback, I was met with aggressive yelling—so loud it felt like the roof might collapse. Still, I kept pushing through, but at one point, I got stuck and had no choice but to ask a colleague for help. A week later, I was called into a meeting with HR. My manager asked if I had sought assistance. I denied it at first, but then she repeated my exact conversation with my colleague, word for word. That’s when I realized my calls and chats were being monitored. I confronted her about the unrealistic deadline—my colleague estimated the task would take three months, yet she demanded it in one. She responded by yelling again, justifying the timeline by saying she could do it faster (despite barely being online, and she had much more experience than me). Then, she told me I was being fired for violating my PIP by seeking help. I was given only one month of severance, even though my offer letter clearly stated three months. At Chalo Mobility, leadership only values those who work tirelessly without question, demand nothing, and avoid asking for fair compensation. If you expect mentorship, support, or a reasonable work-life balance, you won’t find it here. This was my experience. Let this be a warning to others.