AvroKO Design Reviews

Leadership decisions often feel disconnected from the human impact. More than half of the Miami team was furloughed without severance or payout of accrued PTO — only given a letter on how to apply for unemployment and three months of paid insurance — on the same day the company was actively posting job openings in other locations. The furlough had been looming for months, and without meaningful support from leadership, it felt inevitable. a) Despite being part of a global studio network, the Miami office never received visits or direct engagement from company leadership. No representatives from corporate or HR ever established a connection with the team, which reinforced a deep sense of isolation and disconnection from the broader company culture. b) It took well over a year for leadership to address clear misalignment in local management. During that time, the lack of oversight and support made it feel as though the Miami office was being set up to fail. c) Compensation practices fall below industry standards. There are no consistent annual salary adjustments; employees typically wait more than two years for one. Staff are frequently underpaid while being asked to take on responsibilities well above their title. d) Bonuses were repeatedly promised, delayed, and ultimately canceled (for example, a December bonus was pushed to spring, only for the company to later announce it would not happen at all). This created widespread disappointment and distrust. e) Benefits administration was mishandled. 401(k) contributions required employee-initiated audits to correct. Employees also received letters from insurance providers warning that coverage would be dropped for lack of payment — despite premiums being deducted from paychecks. These issues were eventually resolved, but only after employees escalated them directly.

I worked at the Miami studio for three years and contributed to both new and legacy hospitality projects. While the work itself was rewarding and the local team was exceptional, the lack of leadership, HR accountability, and career support became increasingly evident — especially in how my employment ended. In June 2025, more than half of the Miami team was furloughed — not for performance — but with the clear message that rehiring was unlikely and that we should begin seeking other opportunities. The furlough process was essentially used as a cheap way to lay off staff, avoiding the option of severance or payout of accrued PTO. Notice was given abruptly the day before our final paychecks, even after a full week of client workshops and design meetings. We were given a generic reemployment assistance guide, encouraged to apply for unemployment, and instructed to urgently return studio property. There was no offboarding process conducted by HR, no mention of transfer opportunities to other studios, and access to internal systems was cut immediately — leaving no chance to retrieve project work for portfolios. There were also serious issues with benefits and payroll. I had been paying for short-term disability insurance for over a year and a half, only to find out the company had never formally enrolled me, leaving me unable to access benefits for maternity leave. At one point, employees even received letters from the health insurance provider warning that coverage would be canceled due to nonpayment by the company. Errors in 401(k) contributions went unnoticed until after furlough, and were only corrected thanks to personal auditing by a team member — not HR or finance. Leadership presence was almost nonexistent. In three years, not a single partner ever visited the Miami studio, welcomed staff, or engaged with the team in any way. The Chief Creative Officer was the only global leader who consistently visited, stayed involved in our projects, and supported studio culture. After his departure in Q1 2025, the Miami team became completely siloed from the rest of the firm. Culturally, expectations were extremely high — employees were expected to perform far beyond their role and pay grade — yet there was little to no opportunity for advancement. There were no annual salary increases, no bonuses, and no clear growth pathways for either junior or senior staff. The company markets itself around the “Four S’s” — Security, Surprise, Significance, and Synergy — yet none of these were reflected internally. The Miami team was left without security, without recognition, and without any meaningful connection to leadership. I am proud of the projects we created and the dedication of the Miami studio team, but the lack of leadership accountability, HR support, and basic professional respect made it clear that people were not the priority.