Morale across the wider team appeared consistently low, with engagement levels seemingly dependent on closeness to leadership. There was a visible inner circle dynamic that influenced recognition and progression more than measurable performance.
Staff turnover was significant and frequent. Recruitment cycles appeared routine, while long-term retention remained rare. Although departures were often attributed to “fit,” the pattern suggested something more systemic.
Formal training, structured progression, and technical modernisation were notably lacking. The technical stack and service offerings felt dated compared to industry peers. Service desk staff were expected to operate simultaneously as support engineers, purchasers, account managers, and sales representatives — occasionally within the same call. Clear boundaries between technical delivery and revenue generation were blurred.
Compensation did not consistently reflect workload or responsibility. Expectations were high; structural support was comparatively limited.
Leadership regularly referenced aspirations of growth and evolution. However, strategic planning, delegation, and operational maturity did not appear aligned with those ambitions. Feedback mechanisms existed in conversation, though tangible change was less evident. Decision-making remained highly centralised, and alternative viewpoints were not always well received.