Pros
Fast-paced, Innovative, and a few nice and caring people.
Cons
Lacking solid direction due to ever-changing processes. During my tenure at TD2, I have observed certain aspects of the clinical department that have had a big impact on the current employees or those who recently left. Management is known for creating new initiatives but struggles to bring them to completion. When rolled out, done with such little input, creates confusion and sometimes compliance issues which could harm their reputation. They need to take a step back, and evaluate and prioritize again, what is more important, work or work-life balance! it's currently not the latter! the VP of clinical seems to hire people whom she worked with in the past and if other team members speak up when there are issues with those hired employees, they are protected by the VP due to their long relationship. This is unethical and seen as favoritism. On a team level, some junior managers tend to micromanage their staff discuss team members' performance with other managers, and allow their employees to bad mouth other team members during meetings. This practice is not conducive to building a positive work environment. There have been instances where leaders have instructed teams to make unrealistic commitments to clients. When commitments continue to not be met, new lies are hatched! The culture of secretly documenting each other's errors within the team has become second nature and seems counterproductive to fostering teamwork. Instead, it promotes finger-pointing and blame which can hinder growth and productivity, not to mention waste time. Management knows this is going on and certain individuals who are doing it yet do nothing. There also seem to be issues of the CTA manager favoring certain CTAs and supporting their professional growth but hindering good/experienced CTA's growth due to personal agenda. Additionally, there is one eTMF specialist who is not as good as those who hired this person, yet management allows this person ignorant/combative/ functionally illiterate ways to persevere, which certainly isn't collaborative. This person believes has more knowledge than other CTAs/PMs/CRAs when it comes to clinical documents. The manager of the project managers does not possess adequate managerial skills, isn’t knowledgeable in PM clinical responsibilities, and doesn't add to discussions in meetings related to the PM duties. Lack of knowledge and engagement skills. The Director of QA is extremely clueless when it comes to the industry processes, and doesn’t know how to lead the company with QA-related. The CRA department doesn’t need a new manager every 9 months/year. That department needs Jesus.