aka JSITel (www.jsitel.com). Misclassification, burnout, and performative culture — look elsewhere.
Pros
Some colleagues are genuinely supportive and knowledgeable. They care about clients and one another — even if that effort is rarely recognized or supported by leadership.
Cons
Aggressive misclassification practices. Roles are regularly classified as exempt even when they don’t clearly meet legal criteria under FLSA — because it makes it easier for leadership to demand more without offering overtime or protections. I’ve seen exempt employees work during pre-scheduled vacation time, only for HR to refuse to return the unused hours to their vacation bank. And best believe — if you’re out of vacation time but need a day off, they’ll dock your pay. It’s not just unethical — it’s a legal liability waiting to happen. Honestly, the only surprise is that no one’s reported them to the Department of Labor yet. HR is not a neutral party. HR exists to protect the company — not the employees. Legitimate concerns (misclassification, burnout, retaliation, toxic leadership) are downplayed or ignored. They side with leadership 100% of the time, no matter what the evidence says. The culture is fake. Leadership talks constantly about values, integration, collaboration — but none of that shows up in how they actually operate. The reality is top-down, command-and-control, with zero transparency. All the town halls, “working groups,” and surveys? Just optics. It’s putting lipstick on a pig. New RTO policy is performative/strategic. Employees who live near an office are now expected to show up — but executives and leadership continue working remotely. Every meeting still happens over Teams, and there’s no meaningful in-person collaboration happening. It feels less like a collaboration initiative and more like a control move — or the beginning of a slow effort to weed out employees who aren’t near a physical office. It's the kind of policy that creates division without actually improving outcomes. Toxic communication is normalized. Professional boundaries and respectful feedback are not modeled from the top. Instead, it’s condescension, micromanagement, and passive-aggressive leadership behavior. Benefits are quietly getting cut. In mid-2025, the company “paused” its 2.75% discretionary 401(k) profit-sharing contribution. The announcement was filled with vague language about “alignment” and “modernization,” but no replacement plan has been shared. Most employees suspect it’s just a cost-cutting move dressed up as a strategy. “Annual Incentive Plan” (AIP) is unrealistic by design. The company rolled out a new bonus structure with a 2% target — but it’s based on hitting billable hour thresholds that are mathematically impossible unless you work through holidays or skip your PTO. So, unless you're giving back your benefits, you're out of bonus eligibility before the year even starts. Employee morale is low — and leadership is the reason. High-performing employees are burning out or quietly job hunting. Leadership either doesn’t see the pattern or refuses to admit they’re causing it. Outdated CEO listing. As of this review, the CEO is David Makuen — not the individual listed here on Glassdoor.