Project Support Services Inc. Reviews

Lack of company structure which takes away from the importance of the job and working with schools. Very small team, owner pushes for projects to be completed in an unrealistic timeline while pushing sales to continue to get more clients in. Overwhelming amount of paperwork. You will spend most of your time data entering and filling out forms than you do using critical thinking skills and problem solving skills. The company has way too many spreadsheets and is unorganized with effectively using one that works. You are expected to up keep all spreadsheets even tho majority are not being used. Micromanaging is a thing here. Your time is tracked on a program called Harvest and computers are monitored to see if you are actually working. There is no trust in the company and the reason why most employees do not last more than their probation period. Pointless meetings take up way too much time all the while you are expected to hit certain billable hours. These hours are called out in the weekly meetings. Owner does not respect your time and will call you into meetings or video calls without notice or heads up for you to prepare. Owner has openly told an employee in front of everyone to get off the phone with a client and hop on a video call. Extremely rude behavior 80% of the time. KPIs-these change often so your review will not be based on actually data rather what the owner thinks you deserve.

The CEO created an emotionally reactive environment where control, inconsistency, and favoritism often outweighed professional structure and clear management practices. There was an excessive focus on culture, personal disclosure, “growth” exercises and seminars that felt performative and disconnected from actual business priorities. These sessions often involved personal sharing that felt more like information gathering than meaningful development, where little of what was discussed was applied to improve the workplace. There appeared to be a preference for employees who were more compliant and closely aligned with the CEO personally. High performing employees tended not to stay long, while retention did not consistently reflect competence or job performance. Communication from the CEO could also be curt or dismissive at times, which made feedback feel discouraged. Professionalism was inconsistent, contributing to an overall lack of trust within the workplace. Overall, the workplace culture felt immature, inconsistent, and heavily dependent on the emotional state of the CEO rather than clear processes or professional standards.