Weekly Newsletter Vol. 97 - July 9, 2025

Generating your Lead Story…

When One Job Isn’t Enough: What Soham Parekh’s Story Teaches Us About Hustle Culture, Loyalty, and the Future of Work

In today’s hustle culture, side gigs are applauded. Freelancing is normalized. Multiple income streams are goals.

But what happens when one person secretly holds multiple full-time jobs—without telling their employers?

That’s exactly what happened in the now-viral story of Soham Parekh, a New York-based tech professional who reportedly juggled as many as three high-paying jobs simultaneously—without disclosing it to any of the companies involved.

The Rise of the Overemployed

Soham wasn’t alone. He was part of a growing underground movement known as “overemployment”—professionals, mostly in tech, managing multiple remote jobs at once to maximize income and minimize reliance on any one employer.

In Soham’s case, he reportedly made over $500,000 annually by strategically working across companies with overlapping roles. One employer eventually discovered his dual employment, triggering a deeper investigation and termination.

What started as a personal financial strategy ended up raising uncomfortable questions for the entire professional world.

The Upside of the Hustle:

Let’s be honest—Soham was smart.

He knew how to navigate systems, deliver just enough to stay afloat, and prioritize outputs over face time. It reflected the very traits that many hiring managers say they want: productivity, autonomy, and adaptability.

And in a world where layoffs happen with little warning, he found a way to hedge his bets.

Many applauded him as a symbol of employee empowerment—proof that if companies aren’t loyal to employees, maybe employees don’t owe loyalty either.

But it’s not that simple.

The Fallout for Employers—and Colleagues

While Soham’s story may feel like a “gotcha” moment to the corporate world, there were real consequences:

1. Burned trust: Co-workers were left picking up slack without knowing it.

2. Unfair pay for performance: He was paid a full-time salary but only delivered partial attention.

3. Productivity questions: His output reportedly began to decline—hurting project timelines.

4. Company impact: One firm launched a full internal audit, costing time, money, and morale.

What This Means for the Rest of Us

Soham’s story forces us to confront uncomfortable truths:

✅ Companies need to do more than expect loyalty—they must earn it with transparency, fair pay, and long-term investment in people.

✅ Employees need to be clear on the terms of their employment, especially in full-time roles where companies are investing significant time and money.

✅ Leaders must rethink their systems—are performance metrics based on presence or output? Are we enabling disengagement by not paying attention?

This is also a wake-up call for HR and recruiting leaders.

Are your teams equipped to recognize signs of disengagement? Do your contracts clearly state employment expectations? Are you creating a culture where people want to give their best?

Final Thought: It's Not Just About Soham

Whether you view Soham Parekh as a visionary or a violator, one thing is certain—his story is more than a headline.

It’s a mirror.

And every company and employee should take a long look.

You can’t make this stuff up

_{(*Disclaimer: these are real experiences provided by RME's community of job seekers and hiring managers)}

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