My experience reflects a gap between the organisation’s external positioning and the internal reality of day-to-day working conditions.
The organisation operates in a high-growth, performance-driven environment with a strong external focus on ambition and delivery. Internally, communication, management consistency, and support structures did not always keep pace with that growth.
Management approaches often prioritised output, which at times created a more competitive than collaborative dynamic. This made it difficult to raise concerns openly or feel consistently supported.
I experienced challenges in my direct management relationship, where communication could feel dismissive and undermining. Over time, this impacted my confidence, wellbeing, and my sense of psychological safety.
Concerns raised through HR were acknowledged with an expectation of follow-up; however, I did not receive any meaningful follow-up.
There was also limited transparency around team changes, with individuals leaving without clear communication or acknowledgement, contributing to uncertainty and a lack of continuity, in turn affecting wider team morale.
I also experienced limited awareness and accommodation in relation to neurodivergent traits, reflecting broader gaps in understanding different working styles and needs.
By the end of my time there, I experienced a significant burnout, and it took me a considerable period to recover and return to work. I hope things have since changed in these regards and some positives can be taken from this review to improve internal culture.
