1. In the time I was there, there was no improvement in technology and none of the systems communicated with one another. If anything, they continued to add clients and products with no upgrade to existing systems which meant Operations carried the additional load and responsibility to support growth. The systems broke constantly, typically relying on one person to make fixes (which is still the case to this day). When major system changes did occur, there was no change management process which meant Ops teams were usually the last to know about a change affecting their work.
2. While they covered medical insurance, overall salary is low compared to similar positions in the market. There is no pay transparency, so colleagues doing similar work were paid significantly different salaries. We were also instructed not to talk about salary with one another.
3. Leadership did not like to be challenged or questioned, often excluding department leaders in decisions and major changes.
4. Overall, the company is heavy on leadership, usually hiring multiple VPs in each area, without actually hiring any colleagues to do the work. Said SVPs/VPs rarely took the time to understand how the individual business units worked. And if they did, they were usually too involved in the tactical piece, micro-managing their department leaders.
5. While the HR team grew and gave fancy presentations on people-driven initiatives, we rarely saw these come to fruition.
6. Merit increases were laughable. They advertised "up to 5%" but instructed leadership that it's not likely anyone should get that and only allowed enough budget to give ~2%.