CentralSquare Technologies reviews about "team"

It is a very large company, so there are some silos between departments.

I can't really say there is any cons working for this organization.

It’s early on, but if I had to mention anything, it’s simply that there’s a lot to learn — the product portfolio is wide and deep. It can feel like drinking from a firehose at first, but that’s also part of what makes it interesting. The team is great about helping you ramp up quickly, so it’s a manageable challenge.

1. The culture has sadly become more about the "me" instead of the "we". Each department is out for themselves as they fear layoffs or retribution from leadership. There is an expectation that everyone be positive and sell - sell - sell! They don't want solutions anymore, just blind followers. 2. Product gaps galore! Rather than fixing the known gaps and bringing systems up to date, they sign on partners. This raises the price significantly, and it means customers do not benefit from a true ERP system. 3. PA customers, at the annual event, left the opening keynote. Multiple times we heard that customers no longer believe CST is a PA focused company - every speaker and even the new branding, are all 100% PSJ. 3. Product changes directions constantly, completely ignoring how those changes affect professional services or sales. It's hard to sell something that was promised to the customers, only to find out that two months later all resources were pulled and put onto another product that is being resurrected from the dead. 4. The ELT has the expectation that everyone drink the Kool-Aid of false positivity, and sell that to our customers. The problem is, they aren't listening to their customers anymore. Support has been decimated in layoffs and those with long term product knowledge are gone. 5. Workloads vary person-to-person and department-to-department. Many find themselves, along with a select few in their department, carrying the majority of the workload while others do just enough to get by, yet they are paid the same. This doesn't really encourage go-getters. 6. Pay is significantly less than market and career growth is limited, and based more on who you know

The biggest challenge is the disconnect between the Executive Leadership Team and the day‑to‑day realities of the business. Strategic decisions often feel top‑down, with limited understanding of operational constraints or customer impact. A strong “sell first, figure it out later” mindset creates ongoing strain across product, engineering, and support. Sales commitments are frequently made without proper scoping, leaving delivery teams scrambling to meet expectations that were never feasible to begin with. Communication is inconsistent across the company. Important updates are often shared late or not at all, and teams are left to interpret shifting priorities on their own. This lack of clarity leads to rework, misalignment, and frustration. Employee development is not a structured priority. Regular 1:1s, weekly check‑ins, or meaningful feedback loops are not consistently practiced, making it difficult for employees to grow, raise concerns, or feel supported in their roles.