Upper management has been—dare I say—deeply problematic. A finance professional, with little to no understanding of day-to-day operations, was placed in charge and often made staffing decisions seemingly based on personal preference rather than performance. Despite publicly promoting diversity and inclusion, her use of the title “chief” remained unchanged, raising concerns about the authenticity of those values. Communication with frontline staff—those who are essential to the organization’s success—was minimal, lacking both transparency and respect.