AMS reviews

They could never actually promote me on paper and pay. Jobs always went to those who were at risk, even if they didnt have the experience. It was a rule that if they meet a much lower expectation, then they get the job, and at a time where they were losing contracts all the time, it became impossible to step up

• Talent strategy feels short-term and cost-driven rather than value-driven. There is a visible pattern of moving roles to lower-cost locations without fully accounting for knowledge loss and impact on delivery quality. • Long-tenured employees and high-potential talent are not consistently protected or developed - which sends a strong (and damaging) signal to the rest of the organization. • Leadership decisions can feel disconnected from day-to-day realities, particularly at delivery level. This creates frustration and lowers trust. • Increasing perception of “volume over value” - risking a shift towards a transactional recruitment model rather than a strategic one. • Morale impact - when experienced, high-performing people exit, the remaining teams feel instability and reduced confidence in the future.