Harris Computer reviews

But the truth is: the culture has changed. Ageism is alive and well. I’ve witnessed long-tenured, high-performing leaders being quietly pushed out—packaged as retirements or restructuring, but clearly forced exits. This year, it became personal. During a leadership vacuum—after our SVP resigned and our EVP was ousted—my own group leader approached me with what can only be described as an offensive “offer.” I was encouraged to step down into an entry-level business analyst role at half my current pay. The rationale? That I’m “getting close to retirement” and should begin making way for the next generation. It wasn’t a suggestion—it was pressure. I was being asked to hand over responsibilities to junior staff, without discussion, planning, or respect. After decades of contribution, I was being quietly exited. This feels like constructive dismissal, and I’ve been told as much by peers who urged me to seek legal counsel. The message was clear: we no longer see you as part of the future. It’s a demoralizing experience, especially as someone who is still winning deals and pushing for growth. Ironically, leadership seems disinterested in growth altogether. As a sales and marketing leader, I find it baffling that we are not aggressively pursuing expansion. Instead, ambiguity reigns, and internal politics overshadow strategic direction.

Can get really toxic depending on what teams you're working with. Junior employees are not trained very well and neither are paid enough to be doing a good job putting pressure on managers.