The $90,000 Cat Video Watcher

In a case that left both HR departments and IT managers scratching their heads, a software developer—let’s call him “Bob”—quietly outsourced his job to China. Bob was making $90,000 annually but paid a skilled Chinese programmer just $50,000 to handle his workload. With all his deliverables completed perfectly, Bob spent his newfound free time watching YouTube and browsing Reddit.

While his actions were undeniably unethical and ultimately led to his firing, Bob’s story isn’t just a cautionary tale about workplace conduct. It’s a wake-up call for CEOs, especially those overseeing sprawling organizations with complex systems. The real question isn’t why Bob did it—but how no one noticed for so long.

Why Large Systems Enable “Bob Behavior”

1. Siloed Teams and Fragmented Oversight

Large companies often suffer from siloed departments, where teams work in isolation without visibility into what others are doing. This fragmentation creates gaps where individuals can operate with minimal scrutiny.

Bob didn’t just exploit his company—he exploited a system that allowed him to remain unnoticed. His work was done on time, his performance reviews were positive, and nobody questioned the how of his results.

Key Insight for CEOs:

If your organization is large enough that one person can outsource their job without anyone noticing, it’s time to rethink your oversight mechanisms. This doesn’t mean micromanaging—it means building cross-functional awareness and accountability into your processes.

2. Metrics Over Meaning

In many large systems, performance metrics are king. As long as Bob delivered clean code on time, his managers likely didn’t dig deeper. Large companies often focus on what gets done, not how it gets done.

While metrics are essential, they can blind leaders to systemic inefficiencies—or ethical lapses—that hide behind good results.

Key Insight for CEOs:

Review processes should include qualitative measures alongside KPIs. Regularly ask:

• Are we rewarding outcomes at the expense of ethics or sustainability?

• Do our metrics encourage shortcuts or superficial success?

3. Over-Reliance on Trust Without Verification

Trust is vital in any organization, but trust without verification can be dangerous. Bob’s managers trusted that he was the one writing the code, but they never verified his work process. In large companies, this kind of unchecked trust can create blind spots.

Key Insight for CEOs:

Implement balanced verification systems. Use tools like:

• Code repositories to track contributors.

• Randomized quality audits for processes and deliverables.

• Regular check-ins that focus not just on results but also on workflow transparency.

Lessons for Founders and CEOs of Large Companies

Lessons for Founders and CEOs of Large Companies

1. Outsource Strategically, Not Secretly

Bob’s story isn’t just about deception; it’s a reflection of the growing role of outsourcing in modern businesses. Outsourcing, when done ethically and transparently, can be a powerful tool for scaling. But without oversight, it can lead to quality issues, security risks, and loss of control.

What CEOs Should Do:

• Create clear policies on outsourcing and delegation.

• Monitor external contributors with the same rigor as internal teams.

• Be transparent with clients and stakeholders about how work is completed.

2. Foster a Culture of Accountability

One reason Bob’s behavior went unnoticed was a lack of accountability within his company’s culture. When employees don’t feel responsible for the how of their work, ethical lapses become easier to rationalize.

What CEOs Should Do:

• Develop accountability structures that encourage transparency.

• Create systems where managers can ask, “How did this get done?” without micromanaging.

• Reward teams not just for delivering results but for doing so ethically and collaboratively.

3. Invest in Communication Tools and Processes

In large systems, communication gaps are inevitable. These gaps allowed Bob to hide in plain sight. Investing in the right communication tools and fostering interdepartmental dialogue can bridge these divides.

What CEOs Should Do:

• Use project management tools like Jira, Asana, or Trello to track team contributions in real time.

• Encourage interdepartmental check-ins to ensure alignment across silos.

• Promote a culture where asking questions isn’t seen as a lack of trust but as a commitment to quality.

The Ironic Upside of “Bob Behavior”

Ironically, Bob’s story highlights a trait every company should want: efficiency. Bob optimized his workload by delegating, even if it was unethical. If CEOs can channel that kind of creativity and efficiency into their teams—ethically—the results could be transformative.

How to Harness Ethical “Bob Behavior”

1. Encourage Delegation: Teach employees to delegate appropriately. If Bob had asked his company to outsource part of his workload officially, he could have contributed to the organization’s efficiency without breaching trust.

2. Optimize Workflows: Regularly review processes to identify bottlenecks or inefficiencies. Employees shouldn’t feel the need to “hack” the system to get their work done.

3. Reward Innovation: When employees find creative, ethical ways to work smarter, celebrate it. Let them know it’s okay to innovate within the rules.

Know Your Bobs

Bob’s story isn’t an anomaly; it’s a symptom of larger systemic issues in big organizations. CEOs and founders must understand that cracks in oversight, accountability, and communication don’t just hurt performance—they create ethical vulnerabilities.

As your company grows, ask yourself:

• Are we rewarding results without understanding the process?

• Are we fostering transparency and collaboration?

• Are we creating systems that encourage innovation without cutting corners?

Because if you don’t know your Bobs, you might just be paying someone $90,000 to watch cat videos. And nobody wants that.