Pros
As turnover is so high, there's always a seat somewhere? Pay is ok, but benefits are, generally speaking, quite sub-par.
Cons
The entire LT team is new, but none of them are moving to where their job is - they all have huge bonus structures, and the consensus is that they’re all just planning on being here for the short term, get their bonus, and move on. This is consistent with history - you should expect to see very, very frequent senior leader changes, and they're going to come in like a bull in a china shop, expect you to work yourself to death so that they can get their short term bonus, and they’ll move on - and the cycle repeats itself. This leads to an insane lack of consistency and workers who are frustrated beyond belief - and turnover that is absurdly high. Will you get your bonus? Who knows - it’s impossible to tell if you’re even eligible for one, or what your target is. Looking to HR for answers? Forget about it. This particular cycle has every VP bringing in their friends as ‘consultants to help’ - exactly what they’re consulting on, or what they’re helping with - is a poorly understood. Roles and responsibilities are extremely fuzzy - and there’s no money for raises because we’ve spent it on all these super helpful consultants, where no one understands their role. VP level accountability doesn’t appear to exist - many of the new VP hires in the last year are literally friends of the CEO, which affords them non-merit based protection that not everyone else has. It’s crazy. They’ve actually brought in external trainers to lay the expectation that if something fails - no matter what it is, or why - it’s your fault. While i’m 100% on board that change and accountability begins with ones-self - when this runs amok, it’s intention has shifted from being an effective change agent to identifying scapegoats. A hallmark of experienced leaders worth following is to admit when something isn’t working and include your group in identifying the solve - not blaming them for your failures and screaming ‘do better!' Expect to fight with your organization. Daily. Lack of clear organizational alignment results in individual VP’s pressing their teams towards the VP’s specific bonus objectives, which don’t appear to be aligned across the leadership team. The official narrative is that there are aligned OGSM’s, but the reality is very, very far from that. Lean doesn’t begin to describe the resourcing environment. Literally everything is ’top priority’ all the time. Serious infrastructure and organizational design flaws exacerbate this. The culture is absolutely horrific. Most VP’s have adopted the ‘rule from on high’ approach, where they are not approachable or open to feedback, but rather issue unachievable decrees and turn a blind eye/ deaf ear towards pleas for help. We are well past the straw that broke the camels back, yet straws continue to be added while screaming ‘get up and run faster!' This isn’t somewhere you should expect to retire from. It’s the epitome of the cold, calculating, corporate world. You are a number. That’s it. Layoffs of those in the over 40 demographic are disproportionally high. Choose this company if you want something that lasts for a few years and want a great case study in poor management so that you know what bad looks like for your next role.
