Great exposure to projects, but instability and turnover issues
Pros
- Good exposure to large‑scale experiential and spatial projects, including complex event builds that were professionally rewarding. - Supportive colleagues within design studio and “we’re in this together” attitude, with genuine teamwork and informal trauma‑bonding helping people cope with the environment. - Space to integrate modern tools and AI‑assisted workflows into design, giving room for experimentation and efficiency improvements in visualization.
Cons
- Upper management (Managing Director) frequently changed the org chart and structure, creating constant uncertainty around roles, reporting lines, and team stability. - The culture often feels fear‑based: staff are regularly worried about sudden org changes, exits, and being publicly blamed instead of problems being solved collaboratively. - High creative/design team turnover which affected morale, continuity, and institutional knowledge. - Last‑minute firing decisions and poor handling of exits, contributing to job insecurity and a sense that people were disposable rather than valued. - Lack of professional organization and leadership presence from some senior creative leads; the head of creative/design was often isolated and not actively engaged with the team. - Producers sometimes failed to involve designers early in the process, leading to rushed work, misalignment, and rework instead of integrated collaboration.
