First issue: I was hired full-time but felt extremely undervalued. I truly believe the work assigned to me and the other interns could have been completed by any high schooler with very little industry experience. The consultancy is pressured to be as efficient as possible with its hours, but unfortunately it meant that I was no trusted with any significant and meaningful work. Easy solution: don't hire eight interns who are just given mind-numbing work that could be done by one person.
Second issue: When I interviewed with Speck, I met with six engineers, but by the time I started five months later only two of them were left. And one of those engineers left two weeks after I started. During my time, three consultants were hired and subsequently let go/voluntarily left. For some reason, engineers don't seem to want and/or be able to stay at Speck.
I think there is a lack of company culture and cohesion that would be expected of such a small-sized team. This is probably due to the constant flow of employees in and out of the company.
Talk to the CEO when you interview with Speck. She is an amazing woman and business leader with great vision for the company. She is full of optimism and hope for Speck, which she continually shares at every weekly meeting. That being said, they're just not there yet. Maybe if they spent less time onboarding new employees, they could concentrate their efforts towards their vision.
