Pros
The company had a well-located, modern office and operated a hybrid working model, with two in-office days per week. A monthly half-day dedicated to wellbeing was a thoughtful initiative in principle. The client roster was impressive, and the work often engaging, spanning a range of industries. Thanks to the agency’s strong buying power, events frequently featured high-profile speakers and attracted notable attendees. There were many knowledgeable individuals across the business, and while the culture sometimes made collaboration challenging, there were still moments of real camaraderie. Many people genuinely cared about doing great work and supporting one another.
Cons
I joined with some initial reservations but ultimately felt excited by the prospect of contributing to an ambitious and growing organisation. While there were genuinely kind and supportive individuals across the business, it quickly became clear that the wider culture was shaped by internal politics, fear, and a lack of trust between departments - all stemming from the top. Interactions with Alex, the CEO, required careful and considered navigation. He had a notably short temper, particularly when faced with ideas he didn’t fully understand or agree with. It wasn’t uncommon for him to criticise or berate individuals, or entire teams, within earshot. At times, it seemed he took satisfaction in asserting control: saying “no” for the sake of it. He frequently deflected accountability and was quick to place blame elsewhere. Despite claiming to be ‘always across the numbers’, his understanding was often demonstrably inaccurate. His behaviour, and its impact on the business, became a frequent topic of conversation among staff. Nick, the Deputy CEO, took a more measured tone, but there could be volatility if he was passionate about something and you didn't share the same point of view. Conversations and behaviour could sometimes cross into the unprofessional or non-work appropriate. This happened from the very top and filtered across the agency. Communication across the agency remained a persistent challenge. While there were some attempts to encourage cross-team collaboration during my time, in reality, teams largely operated in silos and tended to stay within their own lanes. Weekly 15-minute all-staff meetings were held, with topics and speakers selected by the CEO, but they often felt performative. Overall, there was a noticeable lack of clarity around the company’s broader purpose beyond revenue generation and outperforming competitors. Ultimately, the culture was one where managing up became a survival tactic. While many acknowledged the toxicity privately, few felt empowered to address it, especially those in long-standing positions of influence. Over time, some of the most inspiring and forward-thinking individuals left the business, having simply had enough. In summary: - Toxic culture driven from the very top, fear led productivity - Bullying, gaslighting, and public belittling of staff from the very top - Poor communication and lack of boundaries - Fundamental misunderstanding of team realities and role nuances from senior leadership - Problematic behaviour widely known but rarely addressed - High turnover, especially among positive and change-driven employees