Pros
1. Hit the Ground Running - this company's been running on a skeleton crew for some time now, if you're someone who loves getting in the 'thick of things' there's always A LOT to be done, this is not the job where you'll be stuck doing the same thing everyday, however this is ALSO not the job where you will be fairly compensated or acknowledged (monetary or otherwise) for contributions that fall outside of your traditional SOW
Cons
1. Highly dysfunctional Senior Leadership - people who know nothing about the work itself somehow make all the decisions around it, it's a very frustrating management structure for anyone who really cares about the work they're doing, growth, and development. CEO's opinions/wishes change on a whim, and everyone's expected to conform. Best idea does not win here, the CEO's idea does. 2. HR Leadership - in a high turnover environment, you'd think this would be a first priority, but unfortunately this HR leadership lacks the professionalism and people skills to retain staff. Many people that have come and gone in the last year have complained of the same issues with the current HR leadership: (a) inability or outright unwillingness to promote or support the advancement of JR Staff in any way - UNLESS it is the direct result of resource constraints (i.e. begin given the 'opportunity' to take on a major task only because there's simply no one else around to do it- and not being properly trained or acknowledge it) (b) inconsistent application of HR Policy - promotions are RARE (unless within the top 1-2 management layers for most), and staff are told that promotions are done in 'cycle' with annual performance reviews at the end of the year, however this rule only applies to some. Senior Leadership, and/or those handpicked (no clue how or why) by HR receive promotions out of cycle with full title changes and this is typically swept under the rug and announced at a staffing meeting (in a context where other staff are too distracted to notice that these promotions are out of cycle and not fair to the remainder of staff who were told to wait) (c) Consistent Identity Crisis - QED doesn't know who it is now that MEL work is increasingly going to SBs. While this would be the perfect opportunity to develop innovative strategies to expand in the market, the current leadership remains short sighted and willing to 'jump' at any and every opportunity with a large dollar sign attached. This results in a massive pipeline that never matches internal resources, technical capabilities, and frustrated staff forced to work on proposals that are only marginally relevant to QED's capabilities. There's absolutely no vision in this area. QED's severe staff retention issues have led to poor institutional memory and an over reliance on consultant services to support growth. After having a BD Director vacancy for months (serious, experienced practitioners know better than to work here) everything in that department is in disarray. The CEO dictates everything, violates swim lanes, burns out staff, and does not adhere to processes/procedures designed to manage workloads and maintain salary (what she says goes - that's it).