My time here felt like working inside a slow-motion disaster. In my personal experience, the culture was toxic from the very top, driven by leadership that appeared far more concerned with the share price and acquisition than with the people keeping the business alive. Employees were treated as expendable, undervalued, and ignored.
The HR “department” was, frankly, chaotic. There was no coherent structure, no proper grading system, no meaningful talent process, no functioning reward or recognition, and no strategic thought behind objectives or development. The systems and processes were so dysfunctional that they created worrying payroll issues — the kind of mistakes that should never happen in a professional organisation. The HR system itself felt like it hadn’t been updated in years and actively made things worse.
IT infrastructure was another disaster zone. Basic tasks turned into daily battles due to outdated, unreliable systems. To make matters worse, the company recently experienced a cyber attack, which, in my view, only highlighted how weak and neglected the IT environment had become. This wasn’t surprising — it was the predictable result of years of underinvestment.
Business performance issues were constantly swept under the rug. Instead of fixing glaring internal problems, leadership seemed to rely on acquiring companies or moving into new markets as a distraction tactic and to hide underperformance from the market. The underlying issues never improved — they were simply buried under the next shiny announcement.
The lack of investment was everywhere: employees, systems, processes — even individual practices acquired by the company received virtually no investment after acquisition and are falling apart. People were left to struggle with outdated tools, inadequate support, and impossible workloads. Many staff were paid at or near minimum wage, and the expectations (and payroll processes) often made that effectively below minimum.
