The workload is excessive and unsustainable. Long hours are not the exception but the expectation, and to perform well many roles effectively require working overtime.
This is driven by chronic under-resourcing, lack of meaningful coverage, and an over-reliance on individual endurance rather than sustainable structure.
Work–life balance is extremely difficult to maintain, particularly for those with caregiving responsibilities.
Despite external messaging around flexibility, success in practice depends on constant availability and prioritising work above all else.
Management quality is a significant issue. Progression into leadership roles often appears to be based more on longevity than capability, resulting in inexperienced managers who rely heavily on micromanagement and pressure rather than trust, coaching, or strategic leadership. This creates an environment where fear, control, and constant scrutiny are used to drive revenue.
There is little genuine regard for employees’ emotional wellbeing. Conversations around burnout, capacity, or mental health are overshadowed by revenue targets, which are treated as the sole priority. This contributes to a culture where people feel bullied into performance rather than supported to succeed.
Although the company strongly promotes values around diversity, inclusion, and wellbeing, these feel largely performative. There is limited structural support for different life stages, boundaries, or working styles, making the values messaging feel disconnected from the day-to-day reality.
Opportunities for progression and fair pay are limited. Internal promotions are rare, and after extended periods of sustained output, pay increases are minimal or withheld, often accompanied by messaging that employees are “not quite there yet,” despite consistently high expectations and workload.
