The company promotes four cultural pillars: trust, transparency, integrity, and leadership. Unfortunately, these values are rarely reflected in how a lot of leaders actually operate.
One experience captures this disconnect: I was asked what level of personal sacrifice I was willing to make for the company—without any discussion of compensation, support, or reciprocal investment from leadership. It was never "can you do this for us, and here's what we'll do for you." It was always one-sided: "can you do more for us?"
Compensation is limited—raises and bonuses are minimal to nonexistent. This seems to reflect the company's current financial situation, and I believe leadership would offer more if they could. However, the promotion structure is more concerning: it follows a "prove it first" model where you're expected to perform at the next level before receiving the title or pay. In practice, this means doing higher-level work indefinitely with no clear timeline or guarantee.
Turnover has been significant, with both layoffs and voluntary departures creating instability. Lower-level employees often face termination for issues that stem from leadership incompetencies rather than their own performance. The company provides services to clients, and when work doesn't come in, it's the employees who get terminated rather than the leaders responsible for business development. Employees can see which roles are held accountable and which aren't.
All-hands meetings frequently tout exciting developments and potential deals, only for employees to be let go weeks later—a pattern that erodes trust in leadership's transparency.
In my conversations with colleagues, there's a noticeable gap between how employees present themselves and their actual level of investment in the company. Most appear engaged while privately expressing that they don't align with the culture—largely out of fear of job loss. Those who are more transparent about their concerns tend to either leave voluntarily or face termination.
