This organization is primarily led by individuals with an engineering background, and regrettably, there seems to be a lack of consideration and regard for both architects and aspiring architects within the company. Instances where staff propose more effective methods to enhance workflow and productivity are often disregarded, as the preference is to adhere to traditional practices. A notable communication deficit exists not only between engineers and architects but also between the executive leadership and the workforce. During my tenure, a concerning trend emerged, wherein significant pressure was exerted on employees, leading to the departure of many valuable team members. This departure strategy often involved overwhelming individuals with an excessive workload. The company's handling of financial compensation raises concerns, particularly in light of obtaining a substantial PPP loan while, paradoxically, letting go of numerous employees during the pandemic without providing any bonuses. Notably, the allocation of resources, such as hosting elaborate retreats exclusively for top managerial staff, raises questions about the equitable distribution of company resources. Moreover, there are challenges in obtaining adequate working equipment, including up-to-date computers, the latest software, and field-use equipment. The prevalent issue ranges from a lack of equipment altogether to reliance on outdated computers that frequently experience malfunctions. Despite the company's insistence on annual reviews with specific goals akin to homework assignments, the inadequacy of staff and resources presents a notable impediment to achieving these objectives. Within the company, there exists a distinct sector that appears to primarily assign employees to monotonous and unchallenging tasks. Unfortunately, this segment provides limited prospects for professional development or skill enhancement, as the assigned responsibilities predominantly involve routine CAD-related activities without offering substantial opportunities for learning or career advancement. Several senior executives within the organization were frequently observed engaging in minimal work activities, whether walking around or not actively contributing to projects. These managing principles failed to secure project wins, while the team that did achieve successful project outcomes received comparatively limited recognition.
