“I was fired after 10 years, now they want me back,” shares Indian IT consultant: Should you return or walk away?

For many professionals, career decisions are rarely black and white. Success often brings opportunities, recognition, and financial security, but it can also expose one to workplace politics and managerial volatility. For one 31-year-old Indian IT consultant , this reality became personal. After a decade long track record of consistent performance, rising through major Indian multinational corporations to a reputed product-based company, he was unexpectedly terminated by a foreign firm he had joined as an individual contractor. Recently, the same company reached out, offering him the chance to return. The situation, however, is far from simple.

From dream to dilemma
In early 2024, the consultant was approached by a foreign company to join as an individual contractor. Referred by a client from his previous employer, he cleared multiple rounds of interviews and was offered an exceptional package: a 150% hike over his previous salary, payment in United States Dollars without deductions, almost complete work-from-home flexibility, and quarterly office visits abroad. Initially, the role was a dream, he was the sole member on a critical project, working closely with his manager, and received full credit for his contributions.

Over time, the relationship with his manager deteriorated. Small mistakes were magnified, salary was repeatedly brought up during confrontations, and overtime compensation was withheld. Efforts to address concerns directly were met with personal attacks and threats to his career. Despite performing well and receiving acknowledgment from other teams, he was abruptly terminated with a two-week notice, citing 'non-performance.'

Now, months later, the company is asking him to rejoin, promising improved conditions and corrective measures regarding managerial behavior. The consultant is faced with a dilemma: return to the same company with high compensation but a history of mistreatment, or explore other opportunities with more stable work culture but potentially lower financial benefits.

Is it OK to return to the company that fired you?It can be—under the right conditions. The upside is obvious: a bigger paycheque, a codebase and stakeholders you already know, and little time lost getting productive. You also have bargaining room: insist on a written scope of work, milestone-tied payments, a different reporting line, and a clear path to escalate if goals or timelines shift. If the company admits its earlier misstep and puts you on visible, consequential work, the move can tidy up the CV.

The hazards are equally plain. If the same manager, incentives and “non-performance” label remain, the story usually repeats. Contractor terms heighten fragility—thin protections, fast exits. Solo ownership of critical modules invites scapegoating; overtime rows return without a rate card and pre-approval. So use a simple filter: have the people, the process and the incentives actually changed—and is that change captured in writing?

What you should consider before taking the final call
Before saying yes—or no—step back and read the room, not just the numbers. A generous offer can blur memory, but patterns rarely change without pressure and proof. Use the checklist below to test for real fixes in people, process, and incentives, and to weigh quick cash against long-term sanity and growth.

• Evaluate managerial dynamics: Compensation and project importance can be appealing, but no salary outweighs a consistently toxic reporting relationship. Professionals should assess whether the previous issues with the manager are genuinely resolved and whether organizational structures support accountability.
• Understand organizational intent: Was the initial termination a reaction to short-term performance metrics, or did it reflect deeper systemic issues? Before returning, professionals should investigate whether the company culture tolerates repeated managerial misconduct or if structural safeguards have been introduced.
• Weigh financial vs psychological costs: High remuneration is tempting, especially in challenging market conditions, but mental health, stress levels, and work-life balance carry long-term consequences. Professionals should consider whether the financial gain justifies the risk of potential repeat conflicts.
• Clarify terms of rejoining: Before accepting, it is essential to secure written assurances regarding managerial conduct, reporting structures, leave policies, and compensation practices. Ambiguity can lead to a repeat of past grievances.
• Consider career trajectory and alternatives: Returning may offer short-term financial benefit but could impact long-term growth or reputation if underlying issues persist. Exploring external opportunities, even if they provide slightly lower compensation, can sometimes yield a healthier work environment and sustainable career progression.

The broader lesson
The consultant’s story underscores a critical reality for professionals: no position is irreplaceable, and no paycheck should come at the cost of dignity and well-being. Returning to a previous employer requires careful assessment, not just of the package, but of culture, accountability, and the likelihood that past issues will recur. As tempting as familiarity and financial reward may be, strategic career decisions demand clarity, boundaries, and foresight.

In the end, professionals must ask themselves: Will returning be a step forward, or merely a temporary reprieve from the uncertainties of the job market? For some, walking away may be the most prudent choice, even if it comes with short-term financial compromise.