Aeven Reviews

Nearshore acts like they're corporate, noone is doing anything to it.

Global management presence is not strongly felt at the operational level, leading to a disconnect between strategic direction and day-to-day execution. Local (PH) management tends to implement decisions primarily based on ELT direction, with limited consideration of the impact on employees and operational realities. The “People First” principle is not consistently reflected in actions and decision-making, resulting in a gap between stated values and employee experience. It just became a loosely used tagline. While processes are widely communicated as “ITIL-aligned,” actual execution appears fragmented, with teams operating in silos rather than following integrated service management practices. Performance management lacks consistency and fairness. High-performing and dependable employees often carry a disproportionate workload, While employees with frequent escalations are reassigned to less demanding accounts without undergoing formal performance improvement processes (PIP). These challenges contribute to reduced morale, perceived inequity, and inefficiencies in service delivery. Addressing these gaps would significantly improve both employee engagement and operational effectiveness.