The organization is run by the Owner/Chairman of the Board (not the CEO) with a top-down, authoritarian leadership style where decisions are heavily centralized and often driven by personal loyalty rather than experience or capability. Many of the senior leadership roles are occupied by relatives and long term friends of the chairman/owner, lacking the background needed to guide their functions effectively. When a great CEO (D Scavilla) leaves a company in under 2 years it should be a pretty obvious sign of problems.
Recently, the company has undergone multiple rounds of layoffs, eliminating many of its most competent and long-tenured employees without clear transition planning. The result is confusion, significantly increased workloads for remaining staff, and no additional support or compensation.
Employee contributions and years of service are not valued; people are treated as interchangeable rather than recognized for their commitment. There’s also a persistent disconnect between the company’s stated values and how employees are actually treated. Interactions with the chairman/owner are often disrespectful, and professional feedback or differing opinions are not welcome. He has consistently berated and embarrassed employees in front of their peers at Product Development Quarterly updates. It’s not uncommon for employees to be spoken to harshly or dismissed in front of peers, creating a culture of fear rather than collaboration.
Compensation is notoriously low, annual merit increases are often capped at 3% and promotions are % based not industry standard salary.
Overall:
While there are great coworkers and small perks, the company’s leadership environment is deeply problematic. The focus on control over competence has eroded trust and morale. The result is a stressful and unsupportive workplace that does not reward dedication or professional growth.
