Pros
Working with other departments and sharing ideas can be rewarding. The outcome is thoughtful product getting in front of customers that wouldn't have been possible without a knowledgeable and talented team of experts in their field. Salary is competitive along with benefits. Before the new CEO and layoffs, they offered team building, mentorships, and development programs. These have since been haulted, but it was a great opportunity to network within the company while expanding your skill-set in certain areas. There are some leaders/managers who truly value their team and do as much as they can to support ideas, manage workload, and acknowledge a work-life balance. This can't be said about every area of the business though. 4 days in office, 1 day remote. This is a debatable pro/con depending on your function because it used to be more remote days.
Cons
Sadly, recent layoffs targeted tenured industry experts who were instrumental in operational integrity. New hires in this field were kept which has created a significant gap in market knowledge. Some new hires are innocent bystanders. Others come off as entitled. While we acknowledge that financial adjustments are necessary, this selection process appears to prioritize a lack of dissent over experienced oversight and lead to poor decision-making that jeopardizes product and operational integrity. The layoffs for 300 employees were presented as positions no longer needed. Only to post some of these exact positions weeks later, some while the layoff individuals were still working here. If they wanted to stay, they had to reapply and interview for a job they were still doing. New departmental leadership prioritizes optics over operational stability. There is a persistent pattern of manufacturing problems to justify "solutions." They complained and changed current methods without wanting to understand the implications, only to quietly revert to those exact methods once their ideas failed. There are always opportunities to improve, but new leaders often have no real plan, no clear explanation, and offer no training for the "why?" or "how?" Thus, causing double work and a strained team. Leaders frequently cite "industry standards" or mention connections to defend decisions. Other employees have connections and have worked elsewear to know what is "standard". When fact checked, claims have been proven false. Non-mandatory surveys are uncomfortable as departments are borderline harassed to submit and completion is tracked and relayed although it's supposed to be anonymous. HR has been dismantled, causing a lack of confidence and protection for employees. Concerns brought to leadership are often met with deflection or denial. To fully realize the CEO’s vision of accountability and open ideas from all levels, it is essential that leadership's actions reflect these principles. However, new leaders shift blame to overseas partners while also showing signs of disrespect in their communications. Promoting a new leader with filed complaints of bullying, particularly amidst recent layoffs, suggests a concerning lack of oversight from the executive level. Advice for Candidates: While this review focuses on one specific area, the broader combination of recent layoffs, new leadership, and organizational restructuring should warrant careful consideration for any prospective hire. If you are considering a role here, read corporate office reviews and look for patterns, good and bad. Reach out to current and/or former employees to ask for their honest opinion of the company culture and growth potential. If interviewing, you can ask about turnover and specific reasons for the recent restructuring. If a layoff happened, why is this position open? Ask about the tenure of leadership and employees in that department and what skills you will gain from those who remain. These people may not know your intentions and may not give direct answers, so you will have to read between the lines.