Catch Me If You Can: What the Soham Parekh Case Reveals About Modern Tech Startups

A software developer, 22 simultaneous jobs, a scandal: The Soham Parekh case reads like a script for a sequel to “Catch Me If You Can.” But this time, it’s not about forged checks and pilot uniforms, but GitHub profiles, remote jobs, and a remarkable lack of control.

Parekh, a talented developer from India, managed to work for more than twenty AI startups simultaneously over several months. Most of them: young Y-Combinator startups with significant funding and even greater pressure to deliver quickly. His strategy: ace the interviews, impress with surface-level skills, then disappear. Few commits, many excuses, even more payouts.

How Could This Happen?

Remote Work has brought us new freedoms, but also new blind spots. When a company relies on GitHub commits, Slack status, and calendar entries without real onboarding, genuine team spirit, or feedback cycles, it’s no surprise when a developer vanishes into thin air—and still remains on the payroll.

Parekh was able to pull off his scheme because many startups prioritize speed over substance. In the frantic hiring rhythm of the AI hype, a good conversation often outweighs verifiable competence. And when someone like Parekh is charming enough to gloss over a few gaps, it only becomes apparent when it’s too late.

What Does This Say About Us?

Parekh is not the real problem. It’s an ecosystem driven by signals. One that prefers to believe in the “10x Engineer” narrative rather than setting up clean processes. One that prefers using Slack over establishing a real feedback culture. It’s a scene that confuses trust with naivety and control with distrust.

And What Does This Mean for Remote Work?

We remain convinced: Remote work is not a risk. It is an opportunity. But it only works with genuine processes, with trust based on feedback, and with team structures where one cannot simply disappear.

Those who want to lead remote teams need more than asynchronous tools. They need culture, clarity, accountability. Then it doesn’t matter where someone is located. What matters is that you know them, that you notice when they’re missing—and that they know it will be noticed if they don’t deliver.

Conclusion

Soham Parekh exploited the weaknesses of a system that relies too much on appearances. His story is a warning. But not against working from home. Rather against poor leadership, overheated hiring processes, and lack of structures.

Secure processes and controls are essential—not just for security, but also for trust in remote work models. The solution lies in systematic approaches that combine both Cybersecurity and organizational excellence.

Remote work works. If we take it seriously. And not just manage it, but shape it.