[Tinos]

Sounds like your company/team have some serious communication issues. These things do happen in all companies regardless of size - but from what I understand, this is a repeat event.

Mentioning these sorts of concerns with other people in the company (especially higher-ups) is crucial. They can offer you the guidance on how to handle the situation far more effectively than some strangers on a forum.

I have had many instances of these sort of situations. Half the time you just suck it up and do it (if the person is more senior or it's a topic you're not so confident about) and the other half you can usually find some other strategy like meeting in the middle.

Maybe Celery is the best option? Have a team-wide meeting to discuss his side of the story. Sure, he might be one to just advocate constantly, but give him his pedestal to speak. If his arguments are shaky, he will step down from the pedestal on his own when he realises that this decision is inefficient and unnecessary. If he's not the founder/CEO then talk to the founder/CEO or anyone above this guy so that they can help you put him in his place.

Sorry I couldn't be of technical help but I hope this feedback will help tackle your team's root problem - communication.

[theorlandog]

You are hitting the nail on the head with the communication issues. Truth be told, I am more senior and the rest of the leadership team understands that this individual needs a lot of management and shouldn't be allowed to implement stuff on their own.

"If his arguments are shaky, he will step down from the pedestal on his own when he realises that this decision is inefficient and unnecessary." - The sad part about this person is that when presented with this type of feedback, they always double and triple down despite the facts on the board, it is really odd and risky behavior to be honest.

At the end of the day, I am the person who has to put him in his place, so I want to make sure I am not missing a major point of consideration with celery.

[Tinos]

Oh boy this sounds like quite the situation. You obviously understand the internal affairs far greater than I, but you did say "I am the person who has to put him in his place". Not saying this is the solution but if you're the person who put him in, you're probably the best person to kick him out?

Again, I don't want to meddle with decisions involving total stangers' careers but philosophy that the CEO at my old company had (which was a startup optimising for 100x efficiency) was "hire fast; fire fast" and his startup is doing pretty well under that mantra!