-Leadership structure leans heavily toward partners and managers, which can create a gap between strategy and execution. There’s a noticeable shortage of hands-on contributors.
-The push for full-time, in-office work feels less about collaboration and more about optics. Sometimes it seems like they just want bodies in seats rather than focusing on outcomes. Flexibility is there to a degree, but those who resist often find themselves pushed out or this being brought up in mid-year and annual reviews.
-Annual goals are set at the start of the fiscal year without employee input. Targets can feel arbitrary, and feasibility isn’t always considered. While you know early whether you’ll hit them, it leaves little room for realistic planning or adjustment.
