Pros
Compensation is relatively good, incompetent people stayed due to this. Brand, although much of that recognition feels limited to its own bubble rather than reflecting broader industry respect.
Cons
TRX have passed its best phase, which was during the design and construction period leading up to completion in late 2023. Since then, the organization seems to be in decline, with increasing internal politics, gossip, and siloed circles affecting morale and performance. Leadership quality In over 10 years of experience across multiple MNCs in Malaysia, this has to be the weakest leadership environments I have seen. Standards in design capability, documentation quality, adaptability, and even professional values are low. There is a strong impression that the real technical and delivery work is largely carried by contractors and consultants, while internal leadership often adds limited value. Outdated SOPs and processes Processes across departments, including operations and finance, are outdated both on paper and in practice. SOPs took years to develop, yet they are rarely used because they are no longer practical, relevant, or effective. Gap between branding and reality The company often positions itself as operating at a “world-class” standard, but the reality does not support that claim. A major issue is the long-entrenched leadership culture. Most directors have spent all of their careers within the same TRX environment, with limited exposure outside it. Perspectives can be narrow, outdated, and overly inward-looking, coupled with excessive ego and entitlement despite limited demonstrated capability. Talent and culture problem There is a recurring sentiment, even among consultants, contractors, and district stakeholders, that capable and intelligent people either leave or learn to underperform in order to survive. That is deeply demoralizing and says a lot about the environment. Limited confidence in transformation The arrival of a new COO and CFO created hope that change might happen. However, the deeper issues appear to be cultural and structural, not cosmetic. The ego-driven environment seems deeply rooted, and as long as the broader leadership tone remains unchanged, meaningful transformation will never happen. Values and culture The organization claims to welcome feedback, but in practice, raising issues or proposing solutions, even tactfully, can backfire. Employees are often pushed to give feedback, yet honest input is poorly received. Bureaucracy and red tape are excessive. Decision-making is slow even for minor matters, and the system often feels optimized for delay rather than outcomes. In many ways, the company is highly efficient at being ineffective.