Room for improvement - Anonymous employee GQG Partners Employee Review

I felt like I had to add an honest assessment of current state of affairs since both 1-star reviews written by disgruntled former employees, and 5-star reviews written by management under attack, are not representative of firms culture or morale. - compensation is subpar. Many people joined GQG when firm had zero revenues with promise of much more. The firm has achieved unprecedented profitability in record time but longest tenured employees have not seen any improvement in their pay. This in particular refers to founding members of the investment team that have been through numerous excruciating due diligence meetings conducted by clients and consultants. Favorable grades in these meetings resulted in substantial business opportunities. Most founding members of the operations team that have gone through similar due diligence are not with the firm anymore. Fast forward 18 months and management has decided that additional revenues would be best utilized by expanding sales and marketing capabilities, which now is a crucial part of firms strategy. Asset gathering is a strategy of many Investment Managers across the globe and many successful firms have followed this path. I wonder if those firms took care of their founding members or where they left in the rare view mirror as well. Many at GQG feel underrepresented and unappreciated. I am only one of many. -management did a poor job parting ways with few employees. I was present in two instances when associates were fired over the phone while on vacation or during medical leave. This can be handled with much more tact in the future to avoid animosity present in some of the reviews. - CIO is far removed from day to day operations. This was done by design. However when an associate raised a concern with culture and preferential treatment of certain individuals, CEO summoned a meeting without founders knowledge. I attended this meeting. CEO said that everyone in the room was dispensable and if anyone had any issues with culture and morale the proper course of action was to come to him or the COO and not the founder/CIO.