JD Power Reviews

Management has no idea what they're team actually does, I have no idea what they actually do, aside from being in Skype meetings and refusing to cooperate. Separate departments do not want to work together. Teams are only interested in making sure any errors cannot be blamed on them, lots of "finger pointing". Morale is terrible. No clear career path in the company (I asked and was even told this by "Senior Leadership"). If you have ideas for improvement, or any ideas at all, keep them to yourself if you're not a "manager" or higher, you couldn't possibly bring value unless you're on their level. There is no actual training for the tasks given to you, even though there are tons of "company standards" that aren't communicated to you. It's like you're constantly set up to fail. CEO isn't interested in investing in employees, only increasing profit and getting out. No company vision, no clear culture.

It was clear that JDP needed change, and the introduction of new leadership initially felt like a logical step forward. However, it quickly became evident that these changes were not designed with employees in mind—especially those who have dedicated years to building the company from a collection of smaller businesses into the successful organization it is today. The new CEO appeared to come in with a singular focus: preparing the company for sale. This direction brought a sweeping overhaul of leadership, with many executives from Sterling stepping in and replacing long-tenured leaders who had deep institutional knowledge, genuine care, and passion for the business. The focus shifted toward packaging the company for potential buyers, with leadership seemingly positioned to benefit financially, while employees who have invested their careers here are left to navigate the fallout. While some level of reorganization and alignment was necessary, the speed and execution lacked thoughtful consideration and a true understanding of the business’s complexity. Practices from Sterling were applied in a way that didn’t translate well, and in the process, the culture that once defined JDP has been steadily dismantled. One by one, the people and elements that made this company special are being removed. At the same time, there is increasing pressure to find cost savings, despite the company’s continued success. It’s difficult to reconcile these demands with the significant investment in new leadership at much higher compensation levels, alongside questionable spending decisions. Meanwhile, meaningful programs like the Western internship are being cut. Morale has taken a significant hit. It’s become common to hear about colleagues being exited, only to see more “friends” brought in shortly after. The remaining leaders who truly care are doing their best to support employees, but many are stretched thin and facing burnout. There is a growing sense of uncertainty about what comes next. With the current economic climate, many employees feel stuck, which only adds to the frustration and anxiety.