So I took the time to read through the entire complaint and I hope she settled. I wouldn't characterize this lawsuit as frivolous, but a lot of what is put forw

So I took the time to read through the entire complaint and I hope she settled. I wouldn't characterize this lawsuit as frivolous, but a lot of what is put forward is extremely flimsy. For example, it is perfectly fine to criticize someone who works at the same company in a slack channel if they're doing poor work. There are a lot of claims, but not many specifics to back up those claims. She paints Abovitz as a poor leader, being constantly mired in agendaless meetings and struck with a strong case of analysis paralysis. While bad leaders often do illegal things, it is not illegal to be a bad leader. Not every requested product change is ignored without cause. It's not shocking to have to ask for a promotion. Organizing speaking engagements with high profile female executives that command well over six figures per speaking engagement is unrealistic. Magic Leap is certainly not the first company to over hype the capabilities of its product. I do find it curious that while Ms Campbell was hired to solve this "pink/blue" problem, none of her proposed solutions involved talking to potential female consumers about the product. If your solution to "How are we going to market this product to women when we release in Q1 next year?" is to raise a new generation of female engineers, your company will die. Also, I would like to point out that recognition of a problem does not guarantee that there is a solution to it. I'm certain that the makers of needlepoint kits would love to sell more embroidery materials to men. I'm less certain that there is a way of doing so. I did like this excerpt from 25: "A chaotic discussion with people talking over each other followed. The group made no decisions and none of the proposed changes were made to the design." That accurately describes any large group product meeting I've ever attended.