Working at USIC was one of the most frustrating experiences of my career. The biggest issue wasn’t the work itself—it was the leadership. There was a constant lack of communication from management, and employees were often expected to figure things out on their own. Expectations changed without warning, priorities shifted daily, and when things inevitably went wrong, leadership was quick to find someone to blame instead of taking accountability.
Work-life balance was practically nonexistent. Time off was never truly respected, as it was common to receive calls, texts, and emails while on vacation or outside of normal working hours. There was an unspoken expectation that you were always available, regardless of whether you were supposed to be off. If leadership needed something, your personal time became secondary, making it nearly impossible to disconnect and recharge.
Travel expectations were another major issue. Instead of being distributed fairly, travel often fell on the same people because certain leaders simply didn’t want to do it themselves. Employees were expected to sacrifice time with their families while those making the decisions weren’t held to the same standard. The burden consistently fell on those willing to say yes, while leadership avoided making the same sacrifices they expected from everyone else.
Another significant issue was the culture of favoritism. It often felt like there were established cliques within leadership, and whether you were accepted into those circles had a direct impact on your experience. If you weren’t part of the “in” group, it felt like you were constantly under a microscope while others were given far more grace for the same mistakes. Decisions didn’t always appear to be based on performance, but rather on relationships and favoritism. That environment created a culture where employees were always wondering if they would be the next person blamed when something went wrong.
The culture felt driven by fear rather than support. Instead of coaching employees or addressing systemic problems, management frequently looked for scapegoats. It often seemed easier for leadership to point fingers than to acknowledge poor planning, unrealistic expectations, or their own failures. Employees were expected to absorb the consequences of decisions they had no part in making, while those making those decisions rarely accepted responsibility themselves.
Communication between departments was incredibly poor. Important information was either shared at the last minute or not shared at all, leaving employees set up to fail. Different managers often gave conflicting direction, making it nearly impossible to consistently meet expectations. Rather than feeling like one team working toward the same goals, it often felt like everyone was trying to protect themselves.
Perhaps the most discouraging part was how disposable employees were made to feel. It became very clear that people were viewed as numbers rather than individuals. Loyalty, hard work, and personal sacrifices seemed to matter very little. If you had a family or responsibilities outside of work, there was little understanding or flexibility. At times, it felt as though those responsibilities were viewed as inconveniences rather than realities. As a woman and a parent, I often felt there was little recognition that employees have lives outside of work. The message I took away was that if you couldn’t meet every demand, someone else would be expected to.
Leadership frequently talked about supporting employees, but their actions rarely reflected those words. Concerns were often ignored, feedback was dismissed, and decisions seemed disconnected from what was actually happening in the field. Rather than building trust, leadership fostered an environment where many employees felt undervalued, unsupported, and replaceable.
There are genuinely hardworking employees throughout the company who deserve better. Unfortunately, poor leadership, inconsistent communication, favoritism, unrealistic expectations, constant travel demands, disregard for employees’ personal lives, and a culture of blame overshadow the positive aspects of the job. USIC has talented people, but until leadership values accountability as much as it expects it from employees, improves communication, respects work-life balance, and treats employees as people instead of replaceable resources, I would have a difficult time recommending it as an employer.