The management culture is genuinely harmful. Interpersonal treatment from leadership crossed the line from “demanding” into behavior that eroded confidence and wellbeing over time. This is not the normal friction of a fast-paced job; it’s a pattern that made people second-guess themselves and dread interactions that should have been routine. Paranoia and tension run rampant in the corporate and onsite offices.
Expectations of L&D are disconnected from reality. The pace of organizational change consistently outruns the time required to build accurate, quality learning content. You are asked to produce polished, dependable materials on timelines that don’t allow for the accuracy the work actually demands, and then held accountable when the ground shifts underneath you mid-project.
There is little to no psychological safety. Raising concerns, flagging risks, or pushing back on unrealistic timelines is not met with curiosity or support. That absence of safety compounds everything else: people stop surfacing problems, quality suffers quietly, and the same cycle repeats.
