• Ongoing miscommunication between leadership and support staff. Even when conversations were documented, expectations often shifted or were later contradicted, creating confusion and frustration.
• Inconsistent flexibility and remote work policies. While many roles—including ones similar to mine—were permitted to work from home, I was required to remain in the office despite being told repeatedly that remote flexibility would eventually be available. That promise was never fulfilled.
• Limited respect for basic work-life balance. Breaks and even bathroom breaks were discouraged or questioned, which contributed to an unhealthy and stressful work environment.
• Lack of recognition and positive feedback. Effort, hard work, and progress were rarely acknowledged, and feedback tended to focus on shortcomings rather than growth or accomplishments.
• Training during the transition from Ryan Financial to Wealth Enhancement Group was insufficient. I was assured I would receive full training and that not having a finance background was acceptable, as on-the-job training would be provided. In reality, training was delayed, deprioritized, and inconsistent due to constant process changes and the added strain of an acquisition.
• Expectations continued to increase while training and support were pushed back. When expectations were not met—largely due to juggling incomplete training alongside acquisition-related workload—it felt punitive rather than supportive.
• Overall, staffing levels and operational support did not keep pace with growth, leaving a small number of employees responsible for managing an unsustainable range of responsibilities.
