Medium Giant talks a big game about growth and “bringing in new business,” but the reality doesn’t match what’s being sold internally or externally. There are people in senior roles whose entire job is to drive new business, yet they haven’t brought in meaningful revenue for over two years. That gap gets ignored while the rest of the team is expected to pick up the slack.
Layoffs have become a pattern, not a surprise. Each round comes with the same message about “efficiency,” but what it really means is that the remaining team inherits significantly more work with no adjustment to expectations, resources, or support. It’s not sustainable, and morale reflects that.
What’s especially frustrating is the disconnect between what’s promised in pitches and what’s actually deliverable. There’s a tendency to oversell capabilities and resourcing to win business, even when the team structure clearly can’t support it. Trying to manage million-dollar accounts with a team of 3-4 isn’t ambitious; it’s unrealistic, and it puts both employees and client relationships in a tough spot.
At its core, there’s a leadership and accountability issue. The people responsible for growth aren’t being held to the same standard as the teams executing the work. Until that changes, the cycle of overpromising, under-resourcing, and burning out good people will continue.