First Focus Reviews

The environment is extremely toxic. Supervisor was delusional, always preaching about “core values” and “pushing people,” but in reality everything boils down to their own personal and subjective judgment. Metrics are achievable, but if they don’t like you, they’ll find ways to push you out. Their so-called “core values” are nothing but lies. Leadership is weak, and the overall culture feels eerie and discouraging

- Leadership only communicated over perfunctory teams calls with minimal written instruction. This verbal-only relay continued down the org chart to the front-line workers, to devastating effect on accuracy. - Generally poor objective setting. Instructions were brief, myopic, and lacked strategic context. Middle-managers were often not informed enough to answer rudimentary questions posed by staff, creating frustration. - CEO was a former MS SQL admin who lived only by the numbers he could pull into his dashboards. "Making the numbers green" was routinely the primary goal of an initiative, to the ignorance of real-world impact. - Dashboards had significant blind spots due to imperfect queries or unavailable data. Staff routinely complained that their issues were not addressed if they were not visible on the dashboards, or were only actioned until they were no longer visible on the dashboards instead of properly remediated. - Slow, visibly battered, 8+ year old computers handed out to staff. - Poor app integration. I needed dozens of unique passwords and MFA codes to do my job. Each department used a different system for project task management. None of them talked to each other or the central ERP where my timesheets were kept. All of my overtime claims had to be submitted separately to my actual timesheets and manually referenced because finance also kept an entirely separate system as well. - Speed over success. Internal initiatives were governed by cadence instead of completion. Despite preaching "minimum viable product", management routinely lowered the previously-agreed definition of "viable" at the last minute to meet quarterly deadlines, even if the product wasn't production-ready. - Work from home benefits were continuously reduced, with 3/5 days in-office per an assigned schedule mandatory at the time of my exit. - Maliciously incompetent work management systems. Tickets and projects with under-quoted time budgets were assigned to workers, with workers deemed responsible for "calling it out" to others before corrective action could be taken. Staff who were split between teams were routinely assigned full-time workloads from both teams, pressuring them to work 2x or more jobs. - The CEO was recorded, during several all-hands meetings over multiple years, saying that staff who respond as "unhappy" to the staff happiness survey should just leave.