Over the past few years, the culture that once made the company special has eroded significantly. Many long-tenured employees feel like they are mourning the firm that existed from 2015–2023.
There is a growing perception that senior leadership is disconnected from what employees and delivery teams are experiencing on the ground.
The shift in ownership and focus toward maximizing financial outcomes appears to have placed disproportionate emphasis on short-term revenue generation rather than long-term client relationships and service quality.
Delivery quality and customer service have suffered as a result. The firm historically prioritized doing what was right for the client; today many employees feel pressure to prioritize revenue opportunities instead.
Talent retention has become a major challenge. Many of the individuals who helped build the firm’s culture and delivery reputation have left, and morale among remaining employees has declined.
Sales expectations have become increasingly aggressive without the necessary infrastructure to support them. Teams are being asked to meet unrealistic goals without sufficient training, resources, funding, or support. This creates frustration and a sense that expectations are unfair or unattainable.
These internal challenges are increasingly reflected externally through employee reviews and reputation in the market.
