The company promotes a positive and collaborative culture, but day-to-day operations often feel shaped by a fairly traditional corporate hierarchy and internal politics. There are multiple layers of management involved in project approvals, which can slow down decision making and extend timelines. Budgets can be restrictive, making it challenging to deliver the best possible work, while many projects are assigned deadlines that feel artificially urgent rather than based on realistic planning. As a result, teams often spend more time navigating processes than focusing on meaningful execution and creative problem-solving.
Work often felt siloed, despite the company's push for a hybrid return-to-office environment intended to encourage collaboration.
Mentorship for creatives new to the pharma industry was limited, which often resulted in unclear direction and a steeper learning curve than necessary. In turn, this could affect project timelines and budgets. At times, it felt like employees were viewed primarily as resources to keep work moving rather than as individuals whose skills and careers were being actively developed through thoughtful guidance and constructive critique.