I relocated my family to join this organization for what was presented as a partnership-track leadership role. Prior to accepting, I had several detailed conversations with leadership to confirm the structure and expectations. Shortly after I started, those terms changed and I was told the agreement could not be structured as originally discussed.
During my time in leadership, I observed a consistent gap between the company’s messaging and the reality of the internal culture. While leadership titles were given, there was often little authority to actually operate within those roles, and strategic input was frequently dismissed.
More concerning was the inequitable treatment I witnessed between male and female employees. Female leaders and female top performers were at times paid less than male colleagues with significantly lower production and responsibility. I personally had to advocate for compensation adjustments for a top-producing female employee while male employees producing far less were already earning more.
The culture also frequently favored male employees in both social and professional settings, while the needs and inclusion of women were often overlooked. There were also instances where interactions from ownership toward female employees created uncomfortable and unprofessional dynamics.
I’ve noticed the operations director responding to reviews stating that these types of issues are not happening within the organization. I can only speak to my direct experience serving in a leadership role, where I personally witnessed the situations described.
Ultimately, the combination of broken commitments, lack of leadership autonomy, and a culture that did not consistently reflect equity or professional respect led me to leave and start my own firm.