Misleading Job Titles, Toxic Culture, and Poor Leadership in the Survey Department – A Cautionary Tale - Supervisor United Utility Power Services Employee Review

This review is solely based on my personal experience within the Survey Department at United Utility. Other departments may operate differently, and this does not reflect the company as a whole. These are my personal opinions, formed over several years of employment in this specific division. I started at United Utility as a “Drone Pilot” and eventually advanced to a supervisory role—but that path was paved with manipulation, broken promises, and a great deal of personal and professional compromise. It’s my personal opinion that the survey department operates under highly deceptive practices that ultimately create a toxic and disheartening work environment. From the beginning, I was excited by the idea of building a career in aviation. The job posting seemed like a dream opportunity—a chance to grow as a professional drone operator in a rapidly evolving industry. In reality, the position involved almost no drone flying and instead consisted almost entirely of manual labor: long hours walking, carrying heavy tools, and performing physical tasks unrelated to aviation. The drone-related work was minimal and often treated as secondary to “production.” The root of the problem lies in the leadership. The individuals overseeing the survey department, in my opinion, have little to no relevant experience or technical understanding of the sUAS industry. Despite running a drone program, they lack the qualifications to do so effectively. Decisions are often made based on metrics and production numbers rather than operational realities, safety, or the wellbeing of the team. I was actively encouraged to “sell” this position to new hires with misleading language, just as it had been sold to me. I regretfully acknowledge that, during my time as a supervisor, I was pressured to behave in ways that were not ethically sound—pushing unrealistic expectations on staff, emphasizing production over safety, and conducting “coaching” sessions that were, in truth, thinly veiled disciplinary actions. These “coaching” documents later impacted employee reviews and raises. While I take full responsibility for my actions, I now recognize that the environment itself was designed to push managers into making these kinds of decisions. The overall culture was incredibly demoralizing. Employees were routinely told that their extra effort, proactive behavior, and long hours (often unpaid) would reflect positively during annual reviews. In reality, any disciplinary mark—no matter how minor or manufactured—would be used to justify denying a raise. Raises were not performance-based; they were compliance-based. On top of this, safety was often discussed but rarely prioritized. It’s my personal opinion that safety only mattered when it aligned with the company’s budget. Production always came first. Speaking up about safety concerns, poor planning, or burnout wasn’t welcomed—it was seen as being negative, difficult, or “not a team player.” One of the most troubling aspects is the ongoing recruitment of new hires under false pretenses. United Utility continues to advertise “Drone Pilot” roles that are not reflective of the actual job. The individuals conducting interviews often don’t have any hands-on experience with drone operations themselves, yet they’re tasked with selling the position to pilots hoping to grow in aviation. It’s incredibly misleading, and I know this firsthand because I was once the person doing the convincing. I don’t write this to slander, but to shed light. It’s my personal opinion that the survey department has created an environment that is unhealthy, unprofessional, and unsustainable. If you are passionate about aviation, drones, or sUAS operations, I highly recommend seeking opportunities elsewhere—where your skills will be used and appreciated, and your growth won’t come at the cost of your integrity or wellbeing. I stayed far longer than I should have, hopeful that things would change. But change doesn’t come when leadership refuses to acknowledge the problem—or worse, when the system is built to function exactly as it is. I hope this helps someone avoid making the same mistake. If you’re considering this role, ask tough questions, do your research, and most importantly—trust your gut.