In my experience, the leadership culture was highly top-down, with decision-making concentrated within a very small inner circle. Employees outside of that group could often feel excluded from key conversations and decisions.
I felt that leadership had a somewhat simplistic and naive view of what was required to operate successfully in new segments. The transition from a smaller business which was acquired into a more mature enterprise-focused organisation appeared challenging.
There also appeared to be a high level of staff turnover during my time there. In several cases, employees became increasingly excluded from discussions and responsibilities before eventually leaving the business. I also observed occasions where colleagues were discussed in ways during leadership conversations that I personally found unprofessional and uncomfortable.
I found some management behaviours overly controlling, and criticism of individuals in wider meetings could negatively affect morale. Overall, I struggled to trust the consistency between internal messaging and leadership behaviour.
My overall impression was of a business that had been successful as a smaller company but was still learning how to evolve into a larger enterprise organisation and adapt to the expectations that come with that scale.
