Sounds great for the company. And awful for the employees.<p>Assuming the employee _belongs_ to the company with no consideration for their next tour of duty (as Gokul says) seems self-minded
I worked for a traditional Japanese corporation.<p>For a long time, they only had one VP. Some years ago, they had a reorg, and spawned a few more VPs, but each one ran a standalone business unit (basically, a corporation inside a corporation). They had billion-dollar budgets, and managed hundreds (or thousands) of people.<p>This meant that they got "the corner desk." This was a small desk, like you might see a teacher sitting at, in the corner of the bullpen room.<p>I once went on a round of gladhand visits to Silicon Valley companies. Most were small; a couple were medium-sized. The company I worked for could get in the door with pretty much anyone.<p>The leader of my team was a Senior Manager (not even a General Manager), but had the confidence of the GMs (which was where most of the power actually lived). I was just an Engineering Manager. I was along to vet the tech.<p>Just about Every. Single. Person. That. We. Met. was a "Vice President." We got a good laugh from that.<p>I also know a lot of folks that work for banks, in Manhattan. Banks have <i>lots</i> of VPs. They occupy small cubicles, and often have no direct reports at all.
This post name is linkbait. ('Titles' of what? SaaS? Video games? Cryptocurrencies?)<p>A better post name: 'Considerations to avoid when assigning job titles in small early-stage startups'