Role did not match what was described in the hiring process.
Workload appeared to reflect multiple roles and was not realistic for one person.
Purchasing requests managed almost entirely through email with no intake or tracking system.
No practical way to prioritize or maintain visibility into volume of work.
Little to no documentation or on-boarding support.
Limited access to leadership for guidance and decision-making.
Function heavily skewed toward reactive purchasing, limiting ability to perform strategic procurement work.
Resistance implementing process improvements or introducing structure.
Inconsistent and at times unprofessional leadership communication created additional friction.
