- Upper management was overly invasive, frequently inserting themselves into daily operations without understanding team dynamics, customer flow, or the realities of the sales floor. The regional manager would make short, surface‑level visits (e.g., four‑hour drop‑ins) to judge 30‑day performance, which felt disconnected and unfair.
-Pay structure was inconsistent and problematic, including:
a. Some full-time employees earned minimum wage, while part‑time employees with much less sales experience earned a dollar more hourly.
b. While on the same team, some coworkers are being paid two dollars less than below Washington State's minimum wage.
c. HR/payroll failing to correct reported pay discrepancies, causing employees to quit.
- My own promotion felt more like convenience than recognition, especially since the store was a “dead‑end location” that closed shortly after.
- The exit interview process was broken; I received an email but had no access to complete it, and even after reaching out, no one followed up.
- Overall lack of communication and follow‑through from HR and upper leadership.
- The company is still working through major growing pains, which can create instability for employees.
