Top heavy executive board and upper management. Significant turnover of promising mid-level candidates that could have helped sustain the company's original vision. Acquisition by a foreign financial firm last year was confusing to all junior and mid-level staff, yet touted as an amazing opportunity for the company's growth. What was concerning was why a venture capital firm would buy an environmental firm in the first place, except to revolutionize it in order to make it more profitable by financial sector standards. Bottom line is there isn't significant investment enterprise in as is environmental firms, so upon acquisition, of course the company is going to undergo significant change, and that has been at the peril of Integral's original identity. The company is striving to become "one of the big boys" in the corporate world, yet Integral began over 2 decades ago as a direct opposition to larger firms when senior staff started the group. So ... who are you trying to be? They have an interesting allocation of resources at the present time reflected in significant investment in smaller firm acquisitions with minimal near future returns along with increasing overhead investment in facilities management, (yet the company is increasingly virtual). The company's service areas are diverse to be sure, but are evolving into satellite boutique shops spread across the country.
