After major changes were made to the company structure, the work environment became incredibly difficult. Turnover was constant — people would disappear from the office without notice, and you'd later learn they were let go. It created a persistent sense of instability and uncertainty that never went away.
There was a clear top-down leadership culture driven by fear and pressure. Vice President Adam Timberlake, Director of Sales Kris Donovan, and General Manager Austin Fast not only set the tone for this environment but were also directly involved in it. When tensions rose at the top, the effects trickled down immediately — middle managers would become noticeably more reactive and, at times, aggressive with their teams. I personally witnessed Kris Donovan erupt at employees on multiple occasions, sometimes publicly, demanding immediate write-ups and using a confrontational tone that created a tense and uncomfortable atmosphere. Morale often dropped sharply after interactions with any of them, as their leadership style came across as more punitive than supportive.
Mid-level managers had little decision-making authority and largely relayed directives from above. Micromanagement became the norm, and it was clear that raising concerns or pushing back on unrealistic expectations was discouraged.
Many employees left following changes to the commission structure. For those who stayed, we were expected to absorb the increased workload with minimal support. When capacity became an issue, leadership’s response often felt more like personal criticism than constructive feedback.
There was also a noticeable culture of favoritism. Employees who were favored by Kris or Austin — often evident through repeated invitations to dinners and after-hours outings — appeared to receive more support and advancement opportunities. These social interactions seemed to reflect an inner circle dynamic, where those outside of it faced excessive pressure, heightened scrutiny, or were ultimately pushed out.
Motivational tactics like mandatory mindset meetings or required book readings were used in an attempt to address morale, but these often came across as surface-level efforts that failed to address the root causes of dissatisfaction.
In my experience, taking time off — even when scheduled and approved — was not truly respected. If you weren’t checking in or working during your time away, you could return to negative feedback or conversations about underperformance. In some cases, being away from work led to files or commissions being reassigned to someone else without warning, creating additional anxiety around using earned time off.
If you're willing to sacrifice your personal time, absorb heavy workloads, and align closely with leadership personalities, there may be long-term opportunities here. But for many, the emotional and mental toll of the environment becomes too much.
