Why is WWT not quite there yet? The maturity of the company is not what I expected. Senior leadership gets it, middle management does not. Middle managers hired in some cases, not all, are green with very little professional services field experience (as architects/engineers) that manage architects and engineers in the field that are rock stars. I have seen this first hand. This is disconcerting. Favoritism, nepotism and the good old boy mentality is very evident. Field services engineers are viewed as "resources" (nothing more) with little chance of advancement if they are contributing as rockstars in the field. Pidgeon holed so to speak. Advancement to higher level positions is hired externally, not developed. This has to change or WWT will lose the rockstars that bring in the revenue now and make the company shine. This group is invaluable as the future WWT leaders and with the right grooming should be given every opportunity to advance their careers through what I call "developing budding prospects in the farm system". Instead, these opportunities seem to be hired out externally. I am somewhat disappointed that senior leadership has not seen this trend. It's real. Is this practice acceptable? If I have one ask, it is that senior leadership recognize the talent that is helping WWT grow and move towards the path of transitioning from a good company to a great company by moving the needle a bit in the favor of those that have earned a shot.
