Steadfast Companies reviews

9 out of 10 of my deprartment quit the company bc we couldn't stand the mismanagement and new company culture that came aboard in early 2018. The entire Stira Capital Group was gutted and over 60 people were out of work in a 6 month period before I quit as they are no longer are interested in capital raising. They no longer focus on new acquisitions and they dumped over half of their portfolio to pay for new developments and many lost their jobs in an effort to continue cut cost. Upper management doesn't tell anyone the future direction and every department is worried about the where the company is headed and if their jobs are secure. Also there is a very negative atmosphere for women there, and I refused to tolerate being treated like less than I deserve. Boys club continues to prevail and I had continual talks with every department of how unhappy and worried a good number of employees were. No department is safe, perhaps in a few years it will again be a good company to work for but certainly not now. Already know what the new HR team will comment on this as I used to do it for the company, please save the sorry to hear that and oh wow that's surprising because everyone in the department is new and is under the gun to say what they are told/damage control

The idea of “Getting better before we get bigger” is great in concept. The challenge there is that the right hand is not talking to the left, so to speak. How can you get better if you can’t get on the same page? You need a unified front and the message you’re sending should match that of the CEO who held Town Hall calls detailing his plans for the organization. There has been darn near 100% turnover with the executive leadership in the last few years. Each new player adds one more complication because they don’t actually have buy in for the CEO’s vision. This translates to nonstop bickering, mixed signals, and confusion. The accounting department is very unorganized, which makes things that much harder on the on site teams. The overall culture is that those that work in the corporate office are superior to those who work on site. The corporate office should be SUPPORT for those who are handling your customers on a daily basis. You must have a high tolerance for inflated egos and learn how to navigate around them. Regional managers as VP’s are hit and miss. Some are outstanding, and really understand how to build cohesive teams and provide the support that is needed. Some are MIA, lead with fear, and can talk a good enough game to fly under the radar. It’s not fair, and it’s killing the morale. Deferred capital is taking its toll on the properties and also the resident profiles. Too many years of putting projects off has left many of these assets in bad shape. The amount of reporting is ridiculous. You spend more time reporting then implementing. A report should serve a purpose. When another department generates a report, be thankful for the work they put in and find the actionable items to take away. Reporting for the sake of reporting is foolish. Why complete a Monthly Variance Analysis if all you do is narrate the financials? Speak to the drivers of the variances, and the plan of action. Don’t have someone spend 2 hours writing what a somewhat educated person can read in 5 minutes reading the financials. It’s a waste of time. Advice to candidates- read the reviews. There is truth in them. You cannot turn water into wine. Also, you’re not the exception. You can’t work harder, motivate those around you more, or come up with some out of the box problem solving to make the toxic environment one that you can be successful. Let them get their house in order, and consider them in the future. Don’t waste years of your life.