AMS reviews about "people"

Good teams are reduced and processes moved to different locations

Where to even begin... TLDR: The business has decided to cut costs by all means necessary, including gutting the TI/BI department that put them on the map in the first place. After constantly praising the TI/BI department as being the part of AMS that really set them apart from their competitors, the company decided to move nearly the entire department overseas to reduce their labour costs, but they accidentally told us their plans a year early (I wish I was making this up)! Senior management then refused to give us any further details, so most of us spent the better part of a year really stressed out, wondering when we were going to lose our jobs. 90% of the time when we asked questions during Q&A calls, the answer from the business was "I don't know", even when we were very close to redundancy. At first we were told that we wouldn't have to train our replacements, then they backtracked - but the business didn't allocate very much time for us to train them, and our replacements didn't seem very focused on learning the new vital information we were trying to teach them. Some people were able to avoid redundancy by joining the new 'Research Hub' department, but from what I've heard, the entire department's already being made redundant barely 6 months later. The entire 'transformation' just seemed incredibly poorly thought out, senior management really seemed to be flying by the seats of their pants at all times.

I have a lot of respect for the 'old' leadership of the organisation, but I don't think I've seen a CDTO cause as much anxiety, stress and division in such a short period of time. I appreciate that a new CDTO will initiate change, but I've seen valuable, experienced colleagues be made redundant for no real reason other than simply challenging decisions. The constant push to have AI do everything is immature and senseless, and will have a catastrophic impact on AMS as a company. Technology has become a toxic environment to work in and I've never seen so many demoralised colleagues in any department, or in any company, I've worked for. All because of one person who has no idea how to treat or manage people humanely.

Cost is prioritised over actual value There is a consistent pattern of shifting roles to lower-cost locations without fully accounting for: • knowledge loss • delivery quality impact • increased coordination overhead On paper, it looks efficient. In practice, it creates a weaker system. ⸻ The operating model is becoming more complex, not simpler Work previously handled by one experienced person is now distributed across multiple individuals, often requiring additional oversight. This leads to: • slower execution • diluted accountability • increased dependency on coordination If more people are needed to achieve the same result, this is not optimisation - it’s inefficiency. ⸻ Leadership narrative vs. employee reality There is a growing disconnect between what leadership communicates and what employees experience. At a time when teams are dealing with layoffs, instability, and real financial pressure, leadership messaging can feel strikingly out of touch. Public-facing narratives that highlight personal passions and lifestyle contrasts only reinforce that perception. This isn’t about communication style - it’s about credibility. ⸻ High performers are not being retained There is no visible, consistent effort to: • protect experienced employees • retain high-potential talent • preserve institutional knowledge As a result, the people who hold the organisation together are leaving - and the impact is underestimated. ⸻ Shift towards a transactional model The focus is increasingly on output and volume rather than value and expertise. This risks turning a strategic service into a low-margin, low-trust delivery function.

low pay, difficult to get promoted and grow