Used to be Great - Network Operations Crown Castle Employee Review

1.0
21 Sept 2022
Recommend
CEO approval
Business outlook

Pros

Crown Castle has great benefits.

Cons

Senior leadership no longer has a clue what to do. The company hemorrhages talent in key positions and claims that the turnover is normal. If it's so normal to lose key talent then why is the company's number one customer so upset about performance? The company refuses to adjust to the demands of the market to keep people and when the people are gone they just expect the remaining drones to keep it up. Crown used to be centered around it's B3 values but now the key phrase is "Shareholder Value". It's all the leadership cares about. Employees to cut or ignore are just a statistic and nothing else. If it doesn't increase shareholder value then it's worthless to the company.

Explore other reviews about Crown Castle

5.0
23 May 2026
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Great place to work. Although there has been a lot of change over the past few years, I feel the company is back on track. Culture has been dramatically improved.

Cons

Not much at this time. Still lots of change ahead though as the company transforms into a tower focused company.

1.0
11 May 2026
Recommend
CEO approval
Business outlook

Pros

Depending on who is running your team (I’ve had 3 different team leads in the 3 years that I’ve been a full time employee,) some have provided great mentoring, and have taught me a lot.

Cons

Job security is extremely unstable, and employees often feel like they are one decision away from becoming part of another layoff statistic. In my experience, women were not always treated equitably compared to their male counterparts, depending heavily on the leadership structure within the department. The company also showed limited willingness to accommodate health conditions, often searching for loopholes to minimize support, assistance, or benefits during times when employees and their families needed them most. Leadership roles often felt transactional and tied directly to the company’s immediate operational goals. For example, when a department needed growth, leadership would bring in individuals with strong industry relationships, connections, and expertise to help expand profitability and establish the department. However, once those goals were achieved and the leader’s network or strategic value had been fully utilized, the company would frequently move on from them—either through reassignment or termination—in favor of the next person who fit the company’s evolving objectives. Overall, the culture created an environment where many employees felt expendable rather than valued long-term.

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