Nobody ever quits, except when they do. - Anonymous employee PMMI Employee Review

1.0
17 Nov 2015
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

There really aren't a lot. There were lots of opportunities for training and the occasional pizza lunch, but other than that, most of my comments belong in the "Cons" column.

Cons

If you aren't a member of the "in" crowd, you get left behind quite a bit. The salary was very low compared to other similar companies in the area. The team tended to blame a lot of current problems on previous employees who weren't there to defend themselves or justify their decisions. A huge focus on tracking customers' every move and so desperate to be a large publication that they tried to emulate every practice that every successful magazine did. The team I was on was condescending at every opportunity and when something went wrong, regardless of whether it was within my realm of responsibility or not, I was always the first to be blamed because I was one the newer people, even after i had been there almost a year. Ideas weren't considered and questions often were met with "because I said so". This made for a HUGE feeling that I was just a grunt rather than an actual member of a team.

Explore other reviews about PMMI

5.0
11 Oct 2024
Recommend
CEO approval
Business outlook

Pros

on-site, new office, great culture, fun activities

Cons

no cons at all from my experience

2.0
19 Dec 2025
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

There are a handful of amazing people who are genuinely talented and dedicated employees and they deserve better. Good 401K.

Cons

This review is specifically for PMMI Media Group. As media continues to evolve rapidly, the organization has struggled to find its footing amid the decline of print. The media group often appears to be throwing ideas at the wall to see what sticks, resulting in frequent shifts in priorities and significant organizational whiplash. This does not feel like a client-first organization. The culture prioritizes process over people and reinforces siloed departmental decision-making, which makes it difficult to serve clients efficiently or with their best interests in mind. New product development often incorporates a limited amount of sales or client feedback, frequently drawn from the same small pool of “pet” clients — many of whom appear to have close relationships with management or the largest budgets — making it difficult to create offerings with broad or scalable appeal given the wide range of client sophistication. There is a persistent sense of urgency and desperation in both product development and management, driven by financial metrics that often felt arbitrary and unrealistic, as set by leadership and the board for the nonprofit arm of the organization. Despite messaging around transparency, initiative, and ownership of work, the resulting culture felt unsustainable and demoralizing, with unrealistic expectations placed on both people and performance. Based on my experience and conversations, many employees appeared unhappy. Cross-functional collaboration is actively discouraged (for example, being required to “fill out a form” for interdepartmental requests), leaving few opportunities for teams to align or work toward meaningful cultural change. Constructive feedback, even when practical and well-intentioned, often went unaddressed and could at times result in subtle ostracization. Advancement frequently appeared to reward unquestioning compliance over demonstrated results, expertise, or problem-solving. Over time, this has fostered a sense of resignation among long-tenured employees, for whom the prospect of change feels overwhelming. But, hey — a solid 401k match and good healthcare can be powerful incentives to stay.

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