I joined the company and within days was left without formal training or guidance as my manager went on holiday. Requests for training were repeatedly delayed, and when I raised concerns about client welfare and the legality of some decisions, I was made to feel that the issue was my own capability, which was later confirmed not to be true.
I was told by a director who later left to “grow a backbone” and push back on senior associate staff who apparently were ‘walking all over me’ which led to uncomfortable situations with colleagues and negatively affected my working relationships. This instruction later turned out to be based on misinformation and was far beyond my remit or pay grade.
The lack of structure and leadership caused stress and burnout. I often worked evenings and weekends just to train myself. When I was off sick from stress, there was no formal return to work process.
I made a formal request for reasonable adjustments due to disability, but it took over three months to arrange a meeting and the agreed changes were never confirmed in writing. I had to use my own holiday to cope with the lack of support.
Like many others, I ended up taking on the work of redundant colleagues without recognition, title change, or additional pay. The instability, poor communication, and lack of accountability from senior leadership created a culture where people were set up to fail.
The company’s eventual insolvency sadly reflects the lack of stability, organisation, and care that staff had been dealing with for a long time.
Although the business no longer exists, I would strongly advise anyone approached by or considering working under the two main directors who led it to think very carefully before accepting any role with them.