TravisMathew reviews

Despite ongoing feedback in engagement surveys, there's still no meaningful structure around career growth or promotions. The response from HR - “Do an optional IPD, but if you don’t, and an opportunity comes up that you get passed up for, it’s on you” - places the full burden on employees without offering actual support. High performers aren’t nurtured or invested in; they’re left to fend for themselves and are often driven out of the organization. At the center of our challenges is a leadership void. The retail executive lacks the presence, clarity, and decisiveness expected at this level. There is no clear vision, no rallying point for the team, and no strategic direction to align behind. Our department in particular lacks strong advocacy and influence at the executive table, often resulting in decisions being made for us rather than with us. The retail executive is often oscillating between micromanagement and disengagement and has left teams either stifled or without necessary support, and accountability is equally imbalanced. Accountability is applied based on comfort, not performance. Certain teams are tiptoed around and over-accommodated, while others are held to much higher standards. Corporate teams are pushed to redesign processes repeatedly, often diluting effectiveness to appease field teams who face minimal pressure and accountability to execute. When field results lag, corporate teams are blamed for causing it and the field is rarely challenged. Programs are built, changed, and reworked endlessly while real performance and accountability issues go unaddressed. The retail executive crowdsources every decision but rarely makes a call or takes a stance. When decisions are made, they’re often forgotten, reversed, or changed midway undermining teams who have already taken ownership and moved forward despite this. Constructive input, even when paired with solutions, is met with a reactive vs proactive mentality. There is little to no real appetite for upward feedback which discourages honesty and erodes any sense of psychological safety to raise concerns.

Management claims to care about work/life balance when in reality you will work many late nights and long weekends. Expect to work 60-70 hours a week during busy times. Also, it is a "good ole boys" club and if you're in it you'll have job security for as long as you want. If not, you're expendable which both reasons listed is why the company struggles internally with a lot of turnover.