- Leadership is narrow-minded and hierarchical. Unless you're in the C-suite or part of the inner circle, your voice doesn’t matter.
- Culture at the top is very much a “boys club.” Promotions are based on favoritism and personal loyalty rather than performance, experience, or merit.
- The former COO (now CSO), Moss, is a toxic presence. He actively blocks growth opportunities for anyone who challenges him or fails to play along.
- An example of this: a favored employee with no project management experience was given a PM title and a $20K raise purely based on personal loyalty - not qualifications.
- The VP of Nursing, Karen, demonstrates clear bias and poor leadership, often allowing personal judgments to interfere with clinical decisions and equitable care. Despite managing a large team, she offers no real support or guidance to her staff.
- The culture at the flagship is cliquish and unprofessional. Advancement is based more on who you know and how much you flatter them than on capability or contribution.
- Raises are rare, promotions are unclear, and there's no formal structure for advancement.
- The company severely lacks diversity in upper leadership. Unless you're a white man (C-suite) or a white woman (VP), there's little chance of moving up. The few people of color in leadership roles came through acquisitions, not internal promotions.
- Communication around major organizational decisions - like site closures, is poor. Often, those impacted find out days before changes happen.
- Turnover is high, largely due to limited career growth and lack of transparency.
