Siegel+Gale FAQ

All answers shown come directly from Siegel+Gale Reviews and are not edited or altered.

19 English questions out of 19

4 January 2019

How are the career development opportunities at Siegel+Gale?

Pros

- Exposure to large brands (though the company's portfolio is skewed towards enterprise/B2B brands, not consumer-centric ones)

Cons

- Toxic Culture: Office politics overpowers meritocracy. HR turns a blind eye to special hires that are friends of the CEOs during the interview process, and has even given interviewees a "heads up" to make exceptions for special hires. This not only sends the idea that favoritism influences decisions at the company (which it does), but it also skews people's expectations around special hires, undermining their abilities (e.g. "Person A was hired only because...") and can result in mean-spirited gossip. In a similar vein, employees are less inclined to praise coworkers' strengths and more inclined to talk about their weaknesses/shortcomings behind their backs. - Limited career growth: There is no structure around career management. The only required "check-in" between managers and direct reports happens 2 times a year. The performance review process is outdated and lacks in comparison with new practices (e.g. 360-degree feedback, peer review processes). Furthermore, there seems to be no initiative or incentive for upper management to invest in the growth or development of their reports or teams. The work also does not vary as you get promoted, making promotions purely nominal (i.e. they are a title change only). - Limited Collaboration: While there are many different teams at S+G, there is no cohesion across them. People are expected to stay in their lane (feedback on projects is given within a vertical, not across), which limits opportunities for the company to achieve innovative results. (E.g. Strategy and Design should be sitting down with Marketing and Sales to figure out what our offering is -- we're selling "services", what's our differentiator? Talk to the brains/people who are delivering the work.) - Company misalignment: The goals of the company are understandably sales-driven. However, there are never conversations about how each function can contribute to sales. Teams do not set objectives or measurable goals that align with the company goals.

Advice to Management

- Invest in talent - Train managers - Take responsibility - Make everyone at the company leave their egos at the door

Limited career growth: There is no structure around career management.

4 January 2019

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23 April 2019

What kind of career opportunities exist at Siegel+Gale?

Pros

- Meaningful work - Flexible work hours - Open to change - Team-oriented - Commitment to improving culture and employee experience - Gym/Health Benefits - Focus on internal growth and education

Cons

Although improved, there's still opportunity for communication and transparency from leadership (i.e. more staff meetings, office updates, goals for the company)

Advice to Management

Continue to: - Delegate work to those who are eager to help - Focus on their team's growth + development (i.e goal setting; check-ins, etc) - Keep an open mind when it comes to feedback - Increase diversity

Focus on internal growth and education

23 April 2019

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3 August 2020

Does Siegel+Gale have any sort of mentoring programme?

Pros

I got to work on multiple projects for big name brands, a nice boost for my portfolio. Young and energetic teams.

Cons

Attempts at creating a creative/friendly company work culture felt forced and minimal. Upper management felt distant and inaccessible. No real mentorship.

No real mentorship.

3 August 2020

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4 January 2019

How are promotions handled at Siegel+Gale?

Pros

- Exposure to large brands (though the company's portfolio is skewed towards enterprise/B2B brands, not consumer-centric ones)

Cons

- Toxic Culture: Office politics overpowers meritocracy. HR turns a blind eye to special hires that are friends of the CEOs during the interview process, and has even given interviewees a "heads up" to make exceptions for special hires. This not only sends the idea that favoritism influences decisions at the company (which it does), but it also skews people's expectations around special hires, undermining their abilities (e.g. "Person A was hired only because...") and can result in mean-spirited gossip. In a similar vein, employees are less inclined to praise coworkers' strengths and more inclined to talk about their weaknesses/shortcomings behind their backs. - Limited career growth: There is no structure around career management. The only required "check-in" between managers and direct reports happens 2 times a year. The performance review process is outdated and lacks in comparison with new practices (e.g. 360-degree feedback, peer review processes). Furthermore, there seems to be no initiative or incentive for upper management to invest in the growth or development of their reports or teams. The work also does not vary as you get promoted, making promotions purely nominal (i.e. they are a title change only). - Limited Collaboration: While there are many different teams at S+G, there is no cohesion across them. People are expected to stay in their lane (feedback on projects is given within a vertical, not across), which limits opportunities for the company to achieve innovative results. (E.g. Strategy and Design should be sitting down with Marketing and Sales to figure out what our offering is -- we're selling "services", what's our differentiator? Talk to the brains/people who are delivering the work.) - Company misalignment: The goals of the company are understandably sales-driven. However, there are never conversations about how each function can contribute to sales. Teams do not set objectives or measurable goals that align with the company goals.

Advice to Management

- Invest in talent - Train managers - Take responsibility - Make everyone at the company leave their egos at the door

The work also does not vary as you get promoted, making promotions purely nominal (i.e. they are a title change only).

4 January 2019

See answer

30 May 2019

How are senior leaders perceived at Siegel+Gale?

Pros

Great environment full of smart, friendly people. Great leadership and upper management in the SF office and one of the best work environments I’ve worked at. People are all positive, understanding and have respect for one another. Everyone is extremely talented and smart and the work is challenging especially in the creative design teams. Creative is rooted in smart, strategic thinking.

Cons

Not really any except that hours can be a lot at times. Not enough vacation days and finding coverage for time off can be challenging

Great leadership and upper management in the SF office and one of the best work environments I’ve worked at.

30 May 2019

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19 English questions out of 19