My opinion of the firm can be best described as a ship navigated by a very distracted and oblivious captain leading a crew into a perfect storm with no life preservers and plans to abandon ship before anyone else. Overall, the leadership lacks empathy and is ignorant to what everyone actually does at the firm.
Projects were challenging, but often made even more challenging through internal issues of miscommunication and a constant revolving door of employees during the entire lifecycle of active projects.
Because of the very strong likelihood that there were fresh employees in attendance, the team meetings ended up feeling more like a children’s fantasy tale meets a timeshare sales pitch mixed with a TED talk on an infinite loop - or just a platform for the CEO to practice his speaking engagement side projects and push personal agendas, not company ones. Even though the CEO invites feedback or promotes an open door policy, it's difficult to get more than a few words out when in a conversation. Issues that would be brought to leadership’s attention often felt unresolved or quickly dismissed and misinterpreted.
Witnessed numerous events that were branded as a “Restructure” which felt more like an irrational chid about to lose at a board game - in which the child gives an excuse to knock all the pieces over to just pick some of them back up and rearrange how they see fit without considering any consequences or adverse effects from their actions. These were often followed by insincere apologies that contributed to a growing distrust in leadership.
The leadership team is in denial over the employee retention and mask it with skewed statistics. This has been a huge on-going internal issue that has been an unfortunate byproduct from the “Restructures”. It has caused major resourcing problems, stress, and unrealistic expectations with outsourcing.
Daily life was plagued by an abundant number of unnecessary systems and overcomplicated processes. Each department had it’s own way of doing things with different set of sub-systems in place, ultimately contributing to misalignments and unhealthy cross-functional collaborations. For what global protocol did actually exist, was overshadowed and drowned out by the white noise of others. When resources were available, they were often wasted on planning “New and Improved” processes that were either poorly implemented, incomplete, or just completely abandoned.
The culture seems to be in a constant state of flux, just like the direction in which the company is heading in. It reminds me of a squirrel in the middle of the road trying to decide which way to go when there’s a car coming.
