Pros
The people at the individual-contributor and mid-management level are genuinely talented and supportive, some of the best colleagues I've worked with. The scope is real: I managed eight figures of media across owned and third-party channels, which is rare experience for a digital role. Compensation and benefits are competitive (including ESPP), leave policies were honored, for the most part, when my family needed them, and it feels good to work on clean energy for a recognizable brand.
Cons
I want to be specific because I'd urge anyone considering a digital marketing director or principal-level role here to go in with eyes open. Management is the problem. After a reorg, my team was moved under new senior leadership and everything changed. In my experience, decisions were driven by personal relationships rather than performance: outside agencies with personal connections to leadership were brought in over my objections and handed large budgets, work was audited and re-assigned behind the scenes, and when I raised conflict-of-interest concerns through the proper channels (finance and procurement), I believe it was held against me. Feedback is punished, not heard. When my entire team gave honest negative feedback in the company's "anonymous" pulse survey, the results were effectively de-anonymized, shared back at us, and met with comments that people with "bad attitudes" should "see themselves out." My former manager, one of the best leaders I had there, quit rather than keep working in that environment, and described a "boys club" culture that others echoed. Most of my team was actively job searching by the time I left. Digital is expendable. Digital marketing drives a low single-digit share of revenue next to door-to-door sales, and leadership treats it accordingly. Expect constantly moving goalposts (our efficiency targets were cut by more than half in a single year without a strategy to match), rejected tool requests, broken procurement that leaves vendors unpaid, spend cuts and paused markets, and persistent job insecurity. Strategy focused on squeezing lead costs rather than fixing conversion, and pointing that out was not welcome. Work-life balance is heading the wrong way. Return-to-office mandates escalated toward five days a week in an Utah office, even though most of the business is elsewhere, which is hard on anyone with family responsibilities, and it creates an echo chamber. The industry headwinds (tax credit changes, stock pressure, layoffs) aren't management's fault, but how leadership responded to them — politics, blame, and retaliation instead of strategy is why I'd tell candidates for senior digital roles to be very careful here.