There are significant issues with leadership, communication, and overall company direction. Pay increases have been stagnant, and there appears to be a lack of clear decision-making at the executive and division-leadership levels. Company policies seem to change frequently, and recent changes to the bonus structure have been confusing and difficult to realistically achieve.
There also appears to be a growing disconnect between senior leadership and mid-level staff. Communication across the office is poor, and it is often unclear who is responsible for key decisions. The company seems increasingly focused on billable hours and sales targets, rather than the quality of the actual work being produced.
There has also been noticeable turnover among both senior and junior staff, without a clear plan for how the business is being managed or where it is heading. At the same time, the company continues to add non-billable management roles, which can be frustrating for technical staff expected to maintain utilization and bring in work.
Promotion and staffing decisions can feel inconsistent, and at times it appears that certain individuals are favored despite broader concerns about collaboration or performance. Overall, the firm seems to be relying heavily on its historical reputation rather than current leadership, technical quality, or staff development.
For the building envelope group specifically, the work often feels more like inspection services than true consulting. There is limited focus on higher-level technical problem-solving, mentorship, or producing strong design and consulting work.
