XPEL reviews about "leadership"

- Leadership protects itself, even when serious issues such as sexual harassment, discrimination, and retaliation are reported. HR operates to shield executives, not employees. - The company shifted from having no processes to drowning in unnecessary bureaucracy. Decisions are slow, inconsistent, and often political. - The independent installer network was once the foundation of the business but has now been neglected. Leadership will sacrifice long-term partners and even their own if it means securing an OEM or dealership deal. - Product quality has declined. What was once a differentiated offering is now treated like a generic commodity with little competitive edge. - Customer service has deteriorated and feels increasingly transactional. Smaller accounts are given little attention while larger accounts dominate leadership’s focus.

Inexperienced leadership resulting in unusually high turnover. Employees don't stay long due to toxic mgmt. Unprofessional overall.

Governance and Executive Gap: There is a significant disconnect between senior leadership and the general workforce. While "openness" is a frequent talking point, accessibility is restricted. Leadership often operates in a silo, and there is a noticeable lack of upward accountability. Urgency Without Infrastructure: The culture operates on a cycle of relentless urgency. While this drives short-term gains, it lacks the underlying structural stability or clear advancement pathways necessary for long-term retention. Psychological Safety & Critical Thought: Independent critical thinking is often sidelined in favour of alignment with the leadership's preferred narrative. Navigating professional disagreements requires extreme caution, which can stifle genuine innovation and career growth. Operational Instability: Reporting structures and role scopes, particularly within functional departments, undergo frequent, unexplained shifts. Requests for clarity are often met with further ambiguity and a redundant meeting culture; it is common to find oneself scheduling a meeting to prepare for a meeting, followed by a post-meeting to debrief the previous one, often without reaching a definitive conclusion. This circular approach to communication hinders operational agility and leaves teams without a clear mandate for execution or a definitive path forward. Reliance on External Continuity: A heavy reliance on external resources often comes at the expense of internal institutional knowledge, leading to fragmented project execution.

Incompetent leadership in the OEM department.