FOSS Analytical Reviews

Well where do we start! The company has no policies in place and no business processes set up. Management acts all the time in ad-hoc mode which has lead to a disaster in performance and budget in negative figures. Corporate culture is very poor, bullying happened and little was done to resolve it, especially taking into account discrimination of immigrants. Management is not qualified to do the job as they are not people persons and had no training nor education in Business Administration. Verbal abuse and constant pressure. Poor culture in some region of Australia due to requirements being on call for 24/7, work double shift disregarding safety and with no overtime rates. Company doesn't not comply with legislations in accordance Electrical safety, stuff not trained and not licensed. Very poor training opportunities and some engineers never been overseas for factory training. All in all a lot of stress, misconduct, no bonuses and very little appreciation when you go above and beyond for customer or improving key product line. Soma managerial actions fall under the Fairwork legislation requirements such as non disclosure of HR contacts within the company. All in all avoid at all costs. Might be good only as a first job just for start. A lot of traveling interstate at a very short notice, Admin centre doesn't plan jobs accordingly. They might call you monday morning and the same day you go to Sydney for a week.

initiative and accountability are not always welcomed at management level. There is a noticeable pattern where high performers are given increasing responsibility without corresponding recognition, support, or compensation. Ambition is encouraged in theory, but in practice it can make certain leaders uncomfortable, particularly when that ambition comes from younger team members who are confident and capable. Constructive feedback and alternative viewpoints are often interpreted as challenge rather than contribution. Instead of fostering strong talent, leadership can become defensive and, at times, subtly obstructive. It became clear that progression depended more on staying agreeable than on performance. I ultimately left after receiving a significantly stronger external offer, which FOSS was unable to match. Despite knowing the value of the role, the company has still struggled to replace it, leaving remaining staff carrying an unsustainable workload. This speaks volumes about workforce planning and how talent is prioritised. During my time there, I also experienced inappropriate behaviour from a colleague at a company event. While it was eventually addressed, the response lacked urgency and reinforced a broader theme: issues are often tolerated longer than they should be, particularly when it is inconvenient for leadership to act. There are genuinely talented individuals within the organisation. However, until management becomes more secure in developing strong performers rather than feeling threatened by them, retention challenges will likely continue. If you are comfortable staying small and unchallenging, you may do fine. If you are ambitious, capable, and expect leadership that is confident enough to nurture talent rather than compete with it, consider carefully.