When I first started working for Aya, it felt like a dream come true. Supportive leadership, great pay, and amazing benefits—it was everything I had hoped for. But over time, the situation changed. Let me share my experience.
Initially, I was hired as a program coordinator. About a year later, they decided to merge program coordinators (PCs) with account coordinators (ACs). According to leadership, our roles were similar, but that couldn’t have been further from the truth. Once the merger happened and we all became Enterprise Coordinators (ECs), it became clear that they wanted us to focus solely on AC tasks. The promises made during the merger—like being “layoff-proof” and “recession-proof”—turned out to be empty words. Within months, massive layoffs began.
They called these layoffs “voluntary,” but it was more like coercion. They’d offer a severance package, emphasizing that it was optional. However, if a layoff occurred, that package would no longer be available. It felt like they were twisting our arms to accept it. The reason given for the voluntary layoffs was oversaturation—the company had over-hired during the pandemic. Yet now, they’re outsourcing those same positions overseas.
Despite claiming that we’re all “family,” they’ve put many former employees in a tough spot. Sure, they’ll respond with a generic message about offering a generous package and ensuring access to medical care during the transition. But the reality is that the job market is tough, and jobs are scarce. What happens when the severance runs out, and medical coverage disappears? They could have found a way to retain their employees instead of leaving them stranded.
In the end, actions speak louder than words. Aya’s promises turned out to be just that—empty promises.
