A core issue is leadership inconsistency--most of the recent leadership hires come from prior OEMs or the digital side of the business and have NEVER operated a field program on behalf of a client. There’s a heavy emphasis on self-promotion and external visibility at the executive level (see LinkedIn posts for reference), but that focus doesn’t always translate into operational clarity or support for teams on the ground. In practice, it often creates churn—new initiatives, shifting priorities, and added complexity without clear ownership or follow-through.
Day-to-day execution is chaotic. Teams are asked to adapt quickly to changing direction, often without the structure or resources needed to succeed. That environment makes it difficult to maintain momentum or deliver consistently, despite the effort of capable employees.
The result is a culture that feels more performative (again, reference social media posts) than functional—where how things are communicated externally takes precedence over how they actually work internally.
There are good people here doing their best, but the broader leadership approach makes it harder than it should be to be effective.
