In my experience, the hiring process moved extremely quickly and felt rushed. Once onboarding began, it became clear that the role I had been placed into was significantly different from the position I had originally applied for. The responsibilities and expectations did not match what had been described during interviews.
More broadly, the internal organization often felt difficult to navigate. Reporting structures and team assignments appeared to change frequently, and employees were sometimes reassigned between departments or managers with little explanation. Because of this, it was often unclear who was responsible for decision-making or where employees were supposed to go for guidance.
Leadership experience also appeared inconsistent across teams. From what I observed, some managers seemed very new to managing people or newly hired into leadership roles. That lack of experience sometimes resulted in unclear expectations, shifting priorities, and communication styles that felt more hierarchical than collaborative.
Another challenge was the overall management culture. In my experience, asking questions or seeking clarification could occasionally result in negative or dismissive responses rather than constructive guidance. When reporting lines and expectations are already unclear, that dynamic can make it very stressful for employees who are trying to learn systems and contribute effectively.
The combination of unclear roles, frequent organizational changes, and inconsistent leadership created an environment where it was difficult to focus on meaningful work. A significant amount of time was spent navigating internal dynamics rather than building momentum on projects.
Overall, this was one of the most stressful professional environments I have experienced. I was talked down to DAILY and when I did ask questions, I got no help whatsoever.
