Procure Analytics reviews about "benefit"

Oh boy where to begin…mislead from the interview to the reality of my position. The favoritism here is off the charts. If you are not in with Sr Directors, VPs, P or CEO you will get overlooked. No career path or career planning done. The one on ones with supervisors are a joke. Where is the guidance? The ones who are in these roles have no training or background. They were promoted because of their relationship with executive team. Everyone is afraid of the CEO Suja. The VPs don’t speak up for their team or processes when things aren’t right. “Yes” men all around. No clear direction on where the company is headed. Things change every 4-6 months! Many employees are overworked. They can do better and so can you. Work somewhere else if you want a better career path and be rewarded for your hard work.

There are growing pains like processes changing often and abruptly which can be frustrating. The flipside to having lots of ownership in your work is you are held accountable if things go wrong which could also be a pro depending how you slice it. It is 4 days in office.

In many ways still in "start up mode", so you end up wearing many hats, but it is a chance to learn aspects of the business you may not have otherwise.

Very limited opportunities to grow within the company, HEAVY politics (people are promoted based on how close they are with senior management not skill), and micromanagement

1) Leadership doesn't listen to employees. During the first half of the pandemic, we were all remote. During the latter half of the pandemic, it was as if COVID didn't exist anymore and everyone was expected to come back into the office full time. Despite the company performing stunningly well while working remotely, leadership gave BS reasons why everyone was needed back in the office. Even after employees made informal and formal requests for more flexibility, requests were not heeded. At some point, the company granted one measly WFH day. Good for them, I guess. 2) Leadership often fails to communicate plans or visions for company growth. Because "what's happening" was not directly communicated by senior leadership, information around the office was often transmitted via the rumor mill. This bred a culture of whispers and hearsay. It also left us unclear on where the company was headed next and what career prospects lay ahead for those of us who stayed. 3) Senior leadership is, though perhaps unwittingly, full of yes-people. PA is a small company. When you run a small company, you have more or less full control over the strategic vision, direction, investments, and culture. You get to decide whether you will run a shadow dictatorship or a democracy within your organization. While on the surface level, PA operates as a democracy, peel back a few layers and you realize the senior leaders have little power to make their own decisions or offer a contrary opinion. Those who stick their neck out don't stick around.