AMS reviews about "culture"

Has become a toxic workplace culture No focus on people anymore Whilst good DEI events are put on, nothing is implemented day to day in the way senior leaders behave and support staff In my function, changes in senior leadership has turned it into an unbearable environment to work in

While this is coming from someone who was laid off from AMS, let me say that the day I was told I was being made redundant, I was the happiest I have ever been in a long time, knowing I didn’t have to wake up and work for this company one additional day. I will not name names, but rather some leadership positions and the AMS culture in general. It’s a running joke in the US that “if you aren’t British, you are perceived as a moron.” Everyone says this, and everyone within leadership knows this is said, however it’s never addressed and nothing changes. If you’re are from, or originated in the UK, you have Teflon, and they will never touch you. There are several individuals that are fairly high in the company that have not done well at their job, and they are just moved to another role, giving them another chance. If they were from the US, they would be axed easily. The “blame culture” at AMS is the worst I have ever seen in my career. There were several wrong decisions that originated at the C-Suite and ELT levels, yet the blame was always passed down. I’ve seen people confront this, and it never turned out good. I just felt as though they felt like children when issues arose. The Americas was somewhat on an island for a bit, and it was great. Everything rolled up to the President of the Americas, and I think everyone felt confident in her. Operations all fell under the MD’s, who mainly were in the US. We worked with Sales on opportunities, and they all were in the US and understood the US culture. The legal, solution team, and commercial team were all in the US and were easy to work with. Then everything changed. They made operations all global and trimmed us down so much that we worked all hours and felt we had no resources. The MD’s, who were great, got put in roles that were about growth, and barely had any teams under them. The sales, solutions, and commercial teams all got pushed out, and now everything is ran through the UK, which makes zero sense. And the new President of the Americas is not liked and unengaging. What the Americas had was never perfect, but was totally destroyed. Talking to my old colleagues, everything is looking to get out. I came to AMS because it was considered a great RPO to work for, and it’s anything but, and the market knows it.

Super minimal ang report to office.

We are tech-forward, but also backwards

• Talent strategy feels short-term and cost-driven rather than value-driven. There is a visible pattern of moving roles to lower-cost locations without fully accounting for knowledge loss and impact on delivery quality. • Long-tenured employees and high-potential talent are not consistently protected or developed - which sends a strong (and damaging) signal to the rest of the organization. • Leadership decisions can feel disconnected from day-to-day realities, particularly at delivery level. This creates frustration and lowers trust. • Increasing perception of “volume over value” - risking a shift towards a transactional recruitment model rather than a strategic one. • Morale impact - when experienced, high-performing people exit, the remaining teams feel instability and reduced confidence in the future.

A lot of work, frequent overtime

Since the leadership change last year, the culture within AMS has deteriorated significantly. The new CDTO’s approach has created an environment that feels increasingly toxic and unsustainable for many employees. There is a strong sense that every problem is expected to be solved—or sidelined—by AI, often without realistic planning, sufficient resources, or input from the teams actually responsible for execution. This has led to confusion, constant shifting priorities, and a lack of meaningful support for getting work done effectively. At the same time, workloads have increased to an unsustainable level. Expectations continue to rise, but without additional resources or clear prioritization. Many teams are stretched thin, juggling multiple high-pressure initiatives with tight deadlines, which only adds to the stress and makes it difficult to maintain quality or balance. More concerning is the leadership style. Communication often feels driven by pressure and fear rather than clarity or collaboration. Many employees feel they are operating under constant scrutiny, which has contributed to widespread stress, anxiety, and low morale across the department. It’s becoming common to hear colleagues express reluctance to come into work, not because of the workload itself, but because of the atmosphere.