Profit first - people last - Support Services TSA Management Employee Review

1.0
5 July 2024
Recommend
CEO approval
Business outlook

Pros

Some of the people are amazing.

Cons

The company boasts being all about it's people, which is false. They are all about profits and could not care less about the people. They are aware of ongoing bullying situations and have a "just get on with work" approach to addressing it. In fact, some of the bullies have even been promoted in recent times! Advice to anyone considering joining TSA Riley - use LinkedIn and talk to past employees. Go in with eyes wide open and know what you're walking into. They will work you until you drop, then blame you for burning out. You get paid for 40 hours a week, but you are expected to work more than that. Profit, profit, profit. Men are still paid more than the women in the same roles. New people are paid more than exisiting, experienced, loyal staff members. The marketing team are arrogant, unhelpful bullies who are too busy in-fighting to actually help win work. The Executive Team are fully aware of the systemic bullying, the actions of other executives and the marketing team, and they turn a blind eye. If you show evidence of your experience, you'll be gaslit and told that it's in your head and that the behaviour "is normal feedback". There's more, just read the other negative reviews and know that these people are bravely telling the truth.

Explore other reviews about TSA Management

5.0
24 May 2022
Recommend
CEO approval
Business outlook

Pros

Culture and mentorship is awesome

Cons

You work across various sectors

1
1.0
28 Feb 2026
Recommend
CEO approval
Business outlook

Pros

Repeated restructuring without visible long-term change Inconsistent accountability Unclear strategic positioning

Cons

The organisation continues to experience regular restructuring cycles, yet many of the underlying challenges appear unchanged. While change is positioned as necessary for growth, the outcomes often feel inconsistent, which makes it difficult for employees to understand how decisions are being made. Recent redundancies have reinforced concerns around fairness and accountability. In some areas, strong contributors have exited while performance and behavioural issues elsewhere appear to go unaddressed. This creates uncertainty around expectations and what is genuinely valued within the business. There is a broader perception that internal alignment and established groups can play a role in role stability and progression. At the same time, some leadership functions appear to operate without a clear or sustainable pipeline, raising understandable questions about how performance and accountability are applied across different parts of the organisation. Strategic direction has shifted multiple times, often supported by acquisitions intended to strengthen capability. However, without a clearly defined and consistently executed market position, these changes have not always translated into stronger work winning or organisational confidence. The business has capable people and strong technical expertise, but confidence is impacted when direction feels unclear and standards appear uneven. Greater clarity around purpose, accountability, and consistent leadership expectations would significantly improve trust and stability.

3
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