What is the hiring process like at Dye & Durham?

My experience at this company had both positive and challenging aspects. While I enjoyed collaborating with my colleagues and felt confident in my role, I encountered significant issues with management and workplace culture that impacted my tenure. During the hiring process, I was assured I’d receive training, flexibility (including remote work options), and autonomy—but these commitments were not upheld. Feedback on my performance was overwhelmingly positive, with only two minor corrections provided, which I addressed immediately. Despite this, my employment was terminated during probation without clear justification, even after multiple requests for explanation. The work environment was inconsistent, with periods of slow workflow. More concerning was the lack of structured leadership—my manager, who had no prior experience in people management, struggled with communication and constructive feedback. While I cannot verify broader cultural issues, I did observe unprofessional behavior that went unaddressed after being reported. This company has potential, but improvements in management training, transparency, and accountability would greatly benefit employee retention. My experience suggests a disconnect between leadership promises and execution, which ultimately led to my departure.

Extremely poor management - a recurring theme, heavy drinking culture

Good basic comparing to the others

Long winded hiring process then they could get you sacked for not fitting the company culture. They have sacked many staff for not fitting their culture.

I wish there was a positive

They make people redundant at the drop of a hat. Staff and management are useless. They acquired lots of new companies in the UK, hired new, unexperienced staff to fill the roles and told staff of old companies they would be made redundant. 0 loyalty shown to the staff that built the companies acquired and earned the reputation that saw them do so well before acquisition.

A valuable learning experience on how not to run a business

The outgoing CEO and his leadership team fostered a dysfunctional environment that stifled growth and productivity. His micromanaging style and obsession with the share price led to constant strategy shifts, creating instability and uncertainty. Employees, customers, and products were treated as secondary to the share price. IIt was clear his primary goal was a lucrative exit, and anything or anyone that posed an obstacle was deemed expendable. There’s a lot to be said for playing to your strengths. Great leaders recognize their strengths—and their shortcomings—and surround themselves with people who can fill in the gaps. The outgoing CEO was clearly skilled in M&A but lacked experience in organically growing and managing a multinational business like D&D, and it showed. He should have brought in leaders with the necessary expertise. Perhaps he could have taken on the role of chairman or president while hiring a CEO with operational experience. Alternatively, if remaining CEO was important to him, he could have hired a COO with proven success in running large companies. Instead, he hired a COO whose background was also rooted in M&A, underscoring where his true priorities lay. They blame activist investors for their troubles, but this isn’t the first company to be targeted by activists. The campaign succeeded here because the activists' grievances were valid. What does it say about leadership when none of your stakeholders—customers, employees, shareholders, or even regulators (see the recent Competition Bureau investigation)—view you positively? Blaming external factors is nothing more than a cop-out. I hope the outgoing CEO and board are capable of the self-reflection needed to recognize this, so they can take the lessons from this experience into their future endeavors.

Slightly better than being jobless If you're just desperate for some work experience and don't mind a couple awful years. Then by all means, hop aboard this sinking ship. Nobody with options comes here, so they're always eager to hire.

CEO is constantly steering the company in the wrong direction. Executives have to hold his hand and micro manage him to avoid catastrophy. The employees are always voicing their ideas and concerns but they fall on deaf ears. Sure they have a social committee, but a free lunch once a month wont magically fix all our problems. The bad reviews here ARE NOT just from people who were let go. This feeling is shared by mostly everyone currently employed. The CEO begs people who are "happy" to leave reviews on glassdoor, see for yourself how many there are. Make sure you're happy with your starting salary, you wont be getting a raise. Every year they find a new reason to withhold raises from the majority of the workforce. Absolutely no work/life balance The CEO is obsessed with everyone working in office, Most people just communicate over Teams, It's working remote, but from a waste of money office. At the end of every fiscal year, the company heartlessly lays off/fires huge groups of people, even ones who are doing well. Then they just hire back new people. This cycle continues annually and hinders the company's growth.

Good computer equipment is provided.

Layoffs happen monthly - I wish I was exaggerating. 3 new managers in a 6 month period as each was let go suddenly. Legacy old systems. No vision for the company, always in limbo. All acquired companies are eventually dismantled to a shell of their former self

There were some great people there. Unfortunately, because of the poor conditions many either left voluntarily, or were made redundant in regular cost containment panics, or fired.

So may good people go, or get let go due to poor treatment of staff, and poor culture, I used to have a fantastic manager who was at the time leading the most successful Sales Dept/country in the global business (Australia) revenue to budget wise. They built a great team and worked tirelessly to support, coach, and protect us all from the constant shifts in management and focus from HQ in Canada. At that time we had great wins and were all happy. We were all making commissions as well and had flexibility and trust included. The boundaries and plan were clear and consistent. Then it all changed. My manager left suddenly and the replacement was horrible. The new person took away all flexibility, belittled us all constantly, and even yelled at the team saying we weren't allowed to leave our desks during the day to get a cup of coffee! Told us all we wouldn't have a job if we did! Making it worse were the unrealistic expectations and activity KPI's, not recognizing the local market here and what works and what's important. Another shocker was that our commissions were being withheld (and NOT paid!) even though we had fair and square earned them. The new manager claimed to not have any responsibility for that which was appalling and simply untrue. In 3-months since the new manager has arrived, almost the entire Australian Sales team has resigned as people just can't work under such poor conditions. Results are the revenue was falling off a cliff, customer retention also falling off a cliff as all the Sales team have left and customers are fed up and just go to the competition.

Colleagues are nice. That is about all.

No bonuses, minimum raises not even the cost of living. They promote people who have just walked in the door basically and nothing for employees who have actual talent. Just a number to upper management. Overall the company has no morale, lay off or fire employees and leave the extra workload on a few team members.