- the parking industry in North America is a relatively small and conservative-minded industry where everyone knows who all the players are, including their strengths and their weaknesses, and many people tend to stay in the industry for too many years which means that new, innovative ideas and outside-the-box thinking are not easily embraced or adopted
- very different office environments and people cultures between the Vancouver and Indianapolis offices
- too many entrenched directors/managers who are not competent or visionary enough to be in their roles
- the company is focused too much on acquiring other companies that have similarly inherent problems and issues with both their product lines and their incumbent personnel which leads to massive productivity losses, operational challenges and technical problems encountered after the fact
- internal employee turnover rate too high partly due to not paying adequate enough salaries to attract more talented people
- far too many over-worked and over-stressed employees due to management's stubborn resistance to increasing departmental head-count
- unacceptably poor and inefficient technology infrastructure with inadequate technical resources in place to effectively support the size of its customer-base and the expanding technology needs of its customers
- major architectural changes required to the company's product offerings across the board
- billing of customers, logistics and tracking of support metrics are ongoing major problems that lead to chronic drain on internal resources and represent missed opportunities for operational revenue and growth
- insufficient internal training for new employees
