Management style was inconsistent—ranging from heavy micromanagement to minimal guidance, often without clear expectations or stable project goals
Scope and direction of projects frequently changed midstream, making it difficult to plan or execute efficiently
There was a strong expectation to respond to messages well outside of typical working hours, sometimes past 10 PM EST, which blurred work-life boundaries
The “on-call” culture felt more suited to emergency response than a marketing role, and ultimately contributed to burnout
Compensation did not reflect the intensity or irregular hours expected of the role