JPI (Java Production, Inc.) Reviews

The JPI Leadership does not value its employees. They make announcements about winning multi-million dollar contracts (some of which are re-competes), then give their hard working employees an average of 0-2% raises. There is very little incentive for employees to work hard, as positive performance reviews do not necessarily result in additional compensation or a promotion. The only thing that matters to JPI's leadership is their bottom line. They refuse to invest money in software or programs that would make the lives of their employees easier. There is a lack of accountability for non-compliance of company policies and procedures. JPI's leadership believes that any support that is not billable to a client is expendable, even though they are out of touch with how hard their employees work. JPI's impressive revenue is partly due to the fact that they hire resources in Blacksburg,VA and pay them between $30-40K to complete work that would cost them double that if the resource lived in DC. JPI also pays several college students to do community service to maintain their HUBZone status.

• Leadership pushes the idea of a “remote workforce” in all proposals and on client sites (“get a resource from Blacksburg to do it”) but this is not engrained in the culture of the company. It’s not a real solution. It could be cost-efficient, but without time dedicated to manage and coach the remote resources, it will not (and does not) work. • The company has not ironed out its growing pains, and leadership is very hesitant to implement changes to make employees’ happier. Their processes and systems / softwares are great to support a 20 person company, not 150 people. They claim to have a flat organization yet the bureaucracy of getting something approved and implemented is more convoluted than pushing an idea at the Big 4. • The leadership of the company constantly makes temporary fixes to get the issues off their plate rather than taking the time to make a good, long-term, and transparent decisions. The more you move up in the organization, the more of this you see. • Most management teams that I worked with are out of touch with the work that the teams perform and there is no culture for upward feedback to coach / mentor managers. • The same individuals are tapped for initiatives, rather than spreading opportunities out and providing mentoring to new people – they are not compensated or appreciated, and this leads to burnout! • Bottom line is that JPI leadership is very resistant to change, has not improved with their rate of growth, and decisions are not in the best interest of employees.