A lot of good points have already been made. The feedback isn't actionable. What's your right of reply? This is especially difficult since you're a junior and d

A lot of good points have already been made. The feedback isn't actionable. What's your right of reply? This is especially difficult since you're a junior and don't know the protocols. Perhaps you should be more comfortable interrupting your manager/other stakeholders with progress updates/regular questions (again, difficult for a junior). What strikes me the most is the absence of your direct/immediate manager. While the praise in public, criticize in private principle isn't being directly violated here, something like it is. Your immediate manager's responsibility is managing you, and to a degree this includes protecting you. This kind of criticism should be passed through the chain of command and only be delivered by your direct manager. Their job is made harder by the introduction of ambiguity by being excluded from this conversation. (Healthier work places can operate differently but you've already demonstrated it's not a high trust environment where you are allowed to jump the chain of command in the interest of getting things done. I've only seen this work in a few teams.) I think the gaslighting comments may have more merit than others. I'll be clear: this is about someone in authority telling you how things are and this directly contradicts with your knowledge of the situation. There is at least a modicum of this in your description of events, but it's probably not the most important issue here.