I was fired once for consistently resisting sleazy practices as well as defending my team from abuse from leadership. The big realization I had, which I'm surp

I was fired once for consistently resisting sleazy practices as well as defending my team from abuse from leadership. The big realization I had, which I'm surprised I didn't have earlier: if you don't want to do gross things, don't work for B2C startups. The only way to get an edge when trying to grow a B2C startup is to start continually start squeezing whatever revenue you can from your users. This is inevitable even if you start with a solid product as your base. We would track metrics on how many users were upset with how royally we screwed them with fine print and as a long as that number was small enough that it didn't impact monthly revenue "leadership" didn't care. We had no product vision at all, it was just iterate random ideas to get more money, and most of the ideas that stuck involved dark patterns that means the user didn't realize they were taking a bad deal. I was honestly smiling when I got fired, it was as though I had passed some secret test that a company like that would not want me. My experience with B2B has been much better, especially if you have enterprise customers. In the B2B space customers can easily be paying 100k-1M a year, and, if you treat them right, will be your customer for many, many years. It typically makes economic sense to treat the with respect, and make products that are beneficial to them. Dark patterns, and sleazy tricks have a serious penalty because losing a contract can be very, very painful.