he internal culture often undermines the potential of the work. Leadership quality varies significantly, and many managers appear to have been promoted for their individual performance rather than their ability to lead people. As a result, there is little consistency in expectations, feedback, or development.
There were also noticeable issues around bias and fairness. Decisions about performance, advancement, and opportunities did not always feel objective or transparent. Several employees observed patterns that suggested gender, racial, and age bias could influence how individuals were treated or evaluated. Whether intentional or not, these dynamics created a lack of trust within teams.
Communication and support structures are also inconsistent. Expectations can shift quickly without clear guidance, and employees are sometimes left navigating high-pressure environments without meaningful mentorship or management support. This leads to burnout and turnover among otherwise capable team members.
Another challenge is that leadership does not always demonstrate a clear understanding of how to build healthy, high-performing teams. Many managers have limited training in people leadership, which contributes to reactive management styles, uneven feedback, and environments that can feel unnecessarily stressful.
Overall, the firm has strong brand recognition and access to high-profile work, but internal culture and leadership development need significant improvement for employees to thrive.
