RYNO Strategic Solutions reviews about "people"

Merger scrambled a lot of the trued and tried processes. Lots of change constantly [honestly if you are in marketing this is expected to survive] High turn over rate

This job feels like being trapped in a place that was once run by decent humans and is now controlled by people obsessed with power and control. The original owners are gone, and so is any sense of trust, respect, or autonomy. Everything is tracked. Every click. Every pause. ActiveTrak running like a leash. Micromanagement dressed up as “accountability,” constant surveillance passed off as culture. You’re watched more than you’re led. Need a doctor’s appointment? PTO. Family emergency? PTO. Miss a few minutes for being human? Make it up—late into the evening, even if that means logging off at 8 PM. Sad part is I used to enjoy working here. No more. Angry! Everyone is expressing the truth and reality of this place and the five stars are false. LIES by the head of the snake that runs this place.

I agree with a lot of what's already been said in the other 1-star reviews. Ultimately, I was taken aback by how poorly many people talk about each other internally. We're supposed to be working together, but you wouldn't know it with how unkind people's commentary is internally. There's a lot of passive aggressiveness, and I heard many employees make sly digs at others, which just made me feel like I should always keep my guard up because if someone will degrade others to you, they won't hesitate to degrade you to others. Goes both ways, you know? From the beginning, I felt morally conflicted about the way the company operates as well. I never ever wish ill will on anyone, and I hope RYNO can figure it out, but for the time being, I found it to be a very uncomfortable place to work.

Sad to see that within a year of me working here so many people have left RYNO. And to top it off, the founders are leaving. The company morale has gone downhill and the pay is not great. I am hoping the new President will turn things around but I’m not fully convinced yet.

too many people sit in an office management cares about management

It's been up and down with changes in leadership during a merger

Since the leadership transition, the company has shifted toward performative messaging instead of real problem-solving. Weekly Monday emails read like obvious ChatGPT scripts that avoid the operational failures employees are dealing with. The disconnect between executive messaging and day-to-day reality is impossible to ignore. Employees are told to bring concerns privately rather than speak publicly, yet there is a clear pattern where disagreement is discouraged. People have learned that challenging leadership carries risk, so silence has replaced honest feedback. Many employees believe the company is prioritizing loyalty to the President over real work ethic and results, which discourages independent thinking and pushes strong performers to disengage. Morale is deteriorating, retention is worsening, and churn is visible across teams. Experienced employees are leaving while leadership messaging insists everything is stable. The refusal to acknowledge the severity of internal issues is accelerating the company’s decline.

The turnover is extremely high. During my time there, numerous employees left across multiple levels — including senior leadership, directors, managers, trainers, and frontline team members. This level of instability creates chaos internally and frustration externally. Clients often cycle through multiple CSMs, which damages trust and makes it difficult to build long-term relationships. The role is very stressful. You are frequently inheriting accounts that have already been mishandled or neglected due to prior turnover. Instead of being set up for success, you are often expected to fix broken relationships without proper onboarding, consistent training, or clear processes. There is a strong culture of micromanagement. Activity tracking and monitoring seem to be prioritized over actual performance outcomes. Morale suffers when leadership focuses more on surveillance than support. Training and leadership alignment are inconsistent. Expectations shift, direction can be unclear, and there is a noticeable gap between what is communicated and what is executed. Many employees are overwhelmed and unsupported. Client-facing teams are left carrying the weight of operational gaps, which leads to burnout. Advice to Management: Reevaluate the individuals in senior director roles and take a serious look at which departments are experiencing the highest attrition. Patterns matter. When one area consistently loses people, leadership should assess whether the issue stems from management style, structure, or support systems. Invest in leadership development, consistent training, and reducing micromanagement. Focus on building trust internally before expecting employees to rebuild it externally with clients. Based on my experience and the instability I witnessed, I would personally hesitate to recommend employment here. Significant structural and leadership improvements would be necessary to create long-term sustainability.