- The employee experience varies drastically by territory due to inconsistent leadership
- Departments frequently work at odds with one another, shifting blame instead of solving problems
- Stores—and especially customers—absorb the consequences of internal dysfunction
- There is no clear, shared mission or standard across the company
- “Family” culture often translates into expectations of extra labor without corresponding stability or protection
- Training, service quality, and accountability fluctuate widely depending on staffing and leadership
- Retention challenges have lowered risk across the board, not through stability, but through necessity
From multiple perspectives, the company appears to be operating in a prolonged survival mode. Accountability is inconsistent, not because expectations are low, but because it has become too difficult to keep people long-term. In some areas—particularly sales—this results in higher autonomy and lower risk. In others, it leads to confusion, misalignment, and burnout.
Over time, the organization has been taken advantage of by its own lack of structure and enforcement. At this point, reversing course would likely require a fundamental cultural and leadership reset rather than incremental fixes.
