Heartbroken techie was fired for the first time in life. And then came an unexpected call from same company

A technology consultant with a decade of spotless professional experience recently shared how a company that dismissed him abruptly later approached him to rejoin. Over the past ten years, he had built a steady career—starting at a major Indian multinational and moving on to a prestigious product-based firm. His work life had been secure and financially rewarding, earning over 30 lakh rupees annually plus stock units, while consistently receiving positive reviews and regular pay raises.

In early 2024, things took an exciting turn when a recruiter from an overseas organization contacted him about a role as an independent contractor. He had been recommended by one of the clients he had previously served, which gave the offer added credibility. After clearing a rigorous five‑stage interview process, he was offered a far more lucrative package than expected—roughly 150 percent more than his existing salary. Payments were in US dollars with no deductions, nearly complete work‑from‑home flexibility, and only quarterly visits to a foreign office. Despite concerns about long‑term security, the advantages outweighed the risks, and he accepted.

An Intense but Rewarding Phase

The assignment was critical and involved only him and his manager working from scratch. Long workdays and weekend efforts became routine, but the compensation and learning opportunities were equally strong. During his first visit to the office abroad, his manager welcomed him warmly and introduced him to senior leadership, who already knew of his contributions. The manager publicly credited him for the project’s progress, and the two even socialized during his visits. His one‑year contract was renewed with an additional 10 percent raise, marking what felt like the peak of his career.

A Sudden Shift in Behavior

Not long after, the atmosphere changed dramatically. His manager began fixating on minor, often inconsequential errors—issues previously overlooked or even praised as part of his learning process. Salary became a recurring topic in confrontations.

The manager demanded hourly updates, withheld overtime payments by blaming inefficiency, and suggested hiring an unofficial assistant from outside the project. The consultant proposed hiring the person formally as another contractor and even offered to train him for free, but the idea was dismissed. From that point, the manager’s behavior deteriorated further, turning hostile and personal. Leave requests were denied or penalized, and he was regularly insulted about his capabilities.

Standing Up to Harassment

Although the work itself remained engaging and the pay attractive, the toxic environment became unbearable. After enduring this treatment for three months, he finally spoke up during an office visit, calmly telling his manager to stop the abuse and terminate him if his work was unsatisfactory. The confrontation escalated to senior management. He presented evidence of the mistreatment, leading to a warning for the manager and an instruction for both parties to focus on project delivery. However, the environment soured further. The manager began looking for trivial mistakes to escalate, even flagging a routine password reset as an issue.

The Termination

One Sunday night in August, he received an email from HR terminating his contract with two weeks’ notice for alleged non‑performance. The manager distanced himself from the decision, blaming upper management. For the first time in his career, he faced termination but still completed his notice period professionally, even handing over detailed documentation. Ironically, he received a note of appreciation from another team during this time.

Taking a Break and the Unexpected Call

The experience deeply affected his mental health. He took two months off to spend time with family and travel across India’s northeast. Then, unexpectedly, the same HR team that had terminated him called to ask if he would consider returning. He declined, citing the previous treatment. A senior manager followed up, assuring him that the problematic behavior had been addressed and promising a better experience if he rejoined.

Internal contacts revealed that the manager had attempted to install his preferred candidate in the consultant’s place, but the person failed the selection process, leaving the company struggling to fill the role. Now the professional is torn—should he return to the high-paying position under new assurances or walk away permanently, knowing he might not see such compensation again in the current market? While the company could still replace him, the decision now rests entirely with him.