Things are going downhill fast, to put it candidly. The new service model that they have implemented to try and "better service" their "valued" clients just does not work, and the executives are too embarrassed/scared of TPG (holding co.) to revert back to some version of the old model. They are all in on it for a multitude of reasons (some very clear like trying to push for an IPO and set up the company to scale, other reasons much less clear and seemingly nefarious).
Walls have been built up around teams and everything has become about "process and SLA'S", e.g. lots of politics and in-fighting about which teams should own what work. As a result, things get dropped or missed for weeks due to the poor handoffs between teams and teams arguing about who should do the work. This is mainly a result of all teams being strapped for resources and constantly losing senior and experienced people due to worse and worse compensation packages being rolled out.
In terms of the service model, eze went from having dedicated consultant or support teams that handled subsets of clients or products, which meant that eze's clients got to know their eze representatives well and trust them. When TPG acquired Eze from ConvergEx, they set a plan in motion to overhaul this entire model into a new model where teams are split out across project-work teams (Engagement, Product Management) and day-to-day support teams (Solutions, Product Solutions).
Shifting away from this has led clients to inherently distrust eze as they have no formed bonds with the people they work. When millions of dollars are on the line, I don't blame them. They are often calling into the desk and getting someone who graduated less than 2 years ago, is not well-versed in finance, does not know their account (or personalities), and most likely is not up-to-speed about ongoing projects/recent history on the account/etc. It is also not fair to the employees, because as mentioned above, this puts them at a severe handicap to try and support clients in such a way.
The Engagement and Project teams also have it tough, as they are constrained for resources and time. Whereas in the old consulting model, consultants and project managers would be familiar with clients and know how to work around their customizations, they now have to perform things such as Upgrades that require a lot of manual work checking a lengthy list of items.
The executive teams is almost completely different than it was 3-5 years ago. The last CEO didn't work out so they gave him a cushy board job where he gets paid to do seemingly nothing (all while not being able to give reasonable raises to their hardest workers). Most of the executives seem to be out for themselves at this point which is only further exacerbating the problem. At the very least, those execs left who want to help Eze are either 1) new to the company and have not jumped ship yet or 2) do not have enough power to stem the tide.
Here is the kicker - all the internal feedback states the above, and all of reviews on glassdoor call these things out- so what does HR and executive team do? Before, most people got promotions or raises at their end of year reviews (January) and mid year reviews (June). Now they pushed it back to April and November, while the reviews stay at the same time. In the short term, this is just a dirty tactic to give eze more time to get revenue up before they have to pay employees more money, e.g. make their revenue reporting look better. In the long term, this makes it less transparent for employees to understand when they could potentially receive raises and promotions, and only servers to benefit the company. The best part was that they sold it to employees like this is something they asked for - and honestly, it was like a slap to the face of the people who work hard and toil away working 60 hour work weeks and dealing with a disgruntled client-base.
Almost all employee i know of are thinking of leaving or have left already, the exception being the newest 22 year old employees who are in the first 6 months - one year of employment outside of school. Some managers even tell their employees that "Sure, things are tough, but you're going to run into the same problems elsewhere." What happened to Eze being one of the best places to work? Why is Eze okay with being the industry standard, instead of setting the industry standard?
There is a serious, pervasive, and endemic issue at eze that is being completely ignored, and it is unclear why.
