Company leadership is largely focused on delegating downwards while spending their time in meetings, without visibly contributing to project delivery or business growth.
Internal politics are heavy, with people more focused on taking credit than on delivering quality outcomes. Fragile egos are prioritized over collaboration and results.
Project managers are overloaded with unrealistic expectations: delivering projects, managing clients, driving business development, improving internal processes, and training junior staff — yet none of this additional responsibility is reflected in the pay structure.
Clarity and accountability of job responsibilities is missing. Calendars are always booked 100% with meetings, but meaningful progress is often absent.
Leadership’s bonuses are always paid out, but staff who actually deliver work do not receive fair bonuses or recognition.
Current senior-level staff often lack the depth of experience needed to secure new work or win competitive opportunities. Many of the previously experienced senior leaders, who could genuinely build business and bring client trust, have been let go — leaving a serious knowledge and experience gap that threatens the company’s future success.
Leadership structure is confusing, with too many overlapping roles (VPs, Principals, Managing Principals, Project Directors, Sector Leads, Team Leads). With “too many chefs in the kitchen,” accountability is blurred, and lower-level staff are left unsure of who to approach for direction or decisions.
Employees have no access to shares or true long-term incentives.
CEO is heavily focused on DEI initiatives, but townhall presentations lack substance on growth strategies or meaningful direction for the business.
