-The Flex time is great, if you can take it however teams, primarily on what they call the "CXC" (customer experience center) are not properly staffed, and are asked to perform the role of 3+ people, so that leadership can attempt to showcase what the teams can do, but often overpromise and abuse employees, causing burnout, or delays in work completion.
-The Business units are great if you can work for them, but would not recommend CXC unless new leadership is put in place due to lack of knowledge, expertise and support of the staff.
-The Lack of creativity and new efforts from the CXC leadership is quite embarrassing with many not even understanding what marketing, social media or other key awareness drivers are, and instead are focused on sales, which hasn't been working.
-The politics at the Sr. Director level and above is awkward with clicks, dating, and lack of reviews and checks/balances allowing terrible leaders to remain, and losing incredible talent for the organization.
-Leaders and HR will bury their head in the sand if a problem or concern is raised- despite an attempt at a culture of boldness - but those who speak up are told they are not a team player, when they attempt to help address problems across the team.
-HR attempts Glint reviews to ensure leadership can address team concerns and challenges, however the head of CXC will quite literally address feedback sharing 'this is likely just one person's view' when it, in fact, is not, instead of address it.
-There's an odd push recently to make 'masters of none' with a veiled attempt at showcasing it as 'cross training' to offer unique growth opportunities to other team members when it's very clear, they are attempting to have teams take on more, versus properly staff teams.
-The constant re orgs with no understanding of impact, or areas of functions is all over the place and has not worked since 2022.
