Over the past few years, the company culture has significantly declined. What was once a supportive and enjoyable place to work has shifted into a highly micromanaged and, at times, toxic environment. This seems particularly evident across customer facing teams such as- Operations and Partnerships.
There is little flexibility or autonomy, with a strong “their way or the highway” approach. Employees often feel unsupported and constrained rather than trusted to do our jobs effectively.
Recent restructures across customer-facing teams have significantly increased workloads, with individuals now expected to cover responsibilities that previously sat across three distinct roles and workloads. There has been no corresponding review of compensation. Questions about pay alignment have been quickly dismissed, even as staff are expected to rapidly upskill and absorb additional responsibilities with rushed training and also changes to working hours.
Leadership messaging can sometimes feel dismissive, with an expectation that employees should simply be “grateful to have a job,” rather than acknowledging the impact of increased pressure on long-serving, committed staff.
Morale has also declined in other areas. Social events that once helped build connection and team spirit now feel obligatory and poorly received.
Hybrid working has become more rigid as well. What was previously a flexible model has effectively turned into three fixed office days, with limited justification or transparency. This reduction in flexibility feels more about control than collaboration.
