Radancy reviews

I loved most of what the company had to offer. So, if you are wondering why I left after just four months, the answer is pretty simple and straightforward: the relationship with its clients is broken and not conducive to a healthy working environment, with the "balanced", "flexible" work-life experience it claims to provide. In my view (of course), Radancy has yet to deliver on its promise and potential to become a true technology company. It is struggling with an identity crisis, and everyone you speak to (from VP's down) will tell you that. For all intends and purposes (again, as it relates to AS), it remains "TMP Worldwide" (an agency) with all the shortcomings and issues the relationship between agencies and clients still present for employees and their wellbeing in that space. Let me explain. Instead of maintaining a collaborative and respectful relationship as partners with its stakeholders and clients, Radancy still subscribes to the "client is always right" and its people will be held accountable for solving for all the issues facing those clients (beyond its goal of helping them recruit great talent), even if those problems are beyond Radancy's and its employees' control. Clients' issues with a lack of accountability (to themselves and to Radancy), lack of communication (among their peers and with Radancy), improper training, unrealistic or even unreasonable expectations, a limited understanding of the creative and marketing process, and even unfair and (at times) disrespectful treatment of Radancy's staff will become YOUR problems if you become part of Radancy's Account Services team. That was my experience. No other way to describe it. In just four months, I saw two co-workers (literally) cry, and four others (clearly) on the verge of a nervous/mental breakdown. Team meetings will (in essence) turn into therapy sessions where leaders had to walk people off the ledge. And, that (to me) were both big red flags and completely unacceptable in this day and age. At a time when we all have realized how short life is and how detrimental these situations (beyond our control) can be to our mental and physical health (especially, after suffering the effects of a global pandemic), Radancy still comes short in putting their money where their mouth is when it comes to its employees' health and wellbeing. Sure. They will speak of support, and even check on you. But, to me, it can do a lot better. Words mean nothing without action, and holding a client accountable, responsive, and responsible for a healthy relationship (while hard) is what leadership (in my view) should always aim to provide for its staff. It's not easy calling out a client's behavior but it is a must when it is necessary. Leadership doesn't seem to see it like that. Before I even joined the team, I explained to the hiring managers that quality of life was my number one priority and if that fixing a bad or toxic relationship with the client (because I have been there before when I was younger) was one of my responsibilities I was simply not their guy. When I realized the relationship with my client was broken and the job entailed putting out fires and stressing daily, I asked for the consideration of allowing me to explore other roles (with different clients, or teams, even departments). I expressed interest in making things work, even if that meant a demotion (yes, I was even willing to consider a lower-level job and less money). Because my happiness and well-being (as a long-time anxiety sufferer) cannot (now more than an ever, as I get older) be bought or replaced. I waited months to write this, because I wanted to be of clear mind and process my emotions about the whole experience first. The answer remains the same: the higher levels of the organization (the C-Suite) are completely out-of-touch with the day-to-day suffering (no other way to put it) and prefer to ignore these client-relationship (and management) issues. The answer from both the Division Leader and "People's" (HR) leader was equally disappointing: (essentially) put up or move on. So, I did, with pain in my heart and with no fallback plan. When I simply asked for support in resolving and healing the relationship with the client (not just for my sake but also for that of my team), the answer was simply to brush it under the table and act as if everything was under control, because (apparently) that's what "a leader should do" at Radancy. The issue is institutional, and as much as your co-workers, directors, even VP's may want to resolve it and support you, Radancy won't deliver on its potential as a great technology company to work for, and not just another ad agency with all the usual shortcomings and problems that come with that structure. It can. It should. It must do better. And, that is my only motivation to write this review now. Happy to discuss it with anyone on the leadership team reading this (responsibly and frankly). But, "TMP Worldwide" has a long way to go before it truly becomes "Radancy", the technology company. My mistake (because I also take responsibility for the misfit) was to believe the promises and not trusting my instincts before leaving a seven-year role with a company (and client) I loved and always (always) put my first. I will be Ok. A new opportunity will come and other doors will open. But I don't want others to make the same mistake I made. So, if you made it this far in this review, consider yourself warned: high levels of stress, anxiety, lack of sleep, and suffering will be part of your everyday life if you join the AS team at Radancy.