In my experience, opportunities for growth were limited, and there was no clear or structured roadmap for progression. Advancement was often described in vague terms such as “once you master your role,” without transparent criteria or guidance on how to move forward. At times, it felt as though employees were boxed into roles based on operational needs rather than encouraged to develop beyond them.
The accounting team, in particular, appeared undervalued, with contributions not always recognised beyond referral generation. Processes around new hires and employee departures were disorganised, with poor communication and insufficient handover. Training was inconsistent and, in some cases, inadequate for the complexity of the work expected.Compensation was average to below market standard relative to workload and responsibility. High levels of effort and dedication were not consistently acknowledged or rewarded. There was also a noticeable absence of a dedicated HR function, which contributed to a lack of support and clarity around people management and workplace concerns.