More acquisitions equated to less performance and employee performance/content
Pros
I had made a lot of friends. They were hard working and demonstrated a work ethic that was beneficial to all departments. I understand that the BDMs can have difficulties with us, but it they who relied on us to explain why something could or could not happen. A phone call typically solved all issues and helped us build a relationship with the BDM.
Cons
During my time here, I can say that the people are the willing to help and always happy to ask questions (minus the acquisition of Dygen and CK). I could always count on my co workers to help and provide insight on strategy. Following the acquisition, I was appalled that a director told my coworker wasn’t going to be trained. Development is one of the most important pieces of building a career and having a director not willing to do anything shows their abysmal performance as a manager. The team, as a result, continued to train because we wanted a skilled and knowledgeable team. This director’s decision is not only unprofessional, but demonstrates that development of employees what not only tertiariary, but discouraged. Prior to the acquisition, there were times of disagreement with the original manager, however our manager would argue in our favor, as long as we could demonstrate data to prove a point. Challenging us on our perception not only made me a better person, but also helped me develop as an employee. It made our presence more accountable to demonstrate competency. The original manager, in my opinion, did try to help and develop us as employees. Not the case following Dygen. I do admit that I’ve had developed professional relationships with some of the BDMs in that I made myself available for calls and helped them strategize responses to their clients when requests got out of scope but could be expanded. The BDMs are out there in the field and I was tasked to help, and I’m proud of the relationships I developed. When clients asked out of scope requests, we looked to work with them on strategy because not only did it reflect on us, but on the BDMs as well. Hence their face to face interaction was very important to our success. From a broad point of view, there were flags of the new company joining. Their makeup was one of having a team to build a campaign, another create all of the tracking portions, another to manage the account, and another make optimizations. Prior to the acquisition, we performed all of the listed tasks above on our own (aka we did 4 to 1 of their work), and worked with client care to optimize performance.