Top-Heavy, Region-Led Leadership: Many decisions are driven by leaders based outside the Philippines, particularly from the regional hub. While global perspective is important, the lack of local leadership representation impacts cultural alignment and team morale.
• Controllership Left in the Dark: After several restructures, the function feels like it’s in limbo. Functional leaders themselves seem unsure of the direction, and teams are often operating reactively without clear priorities.
• Favoritism in FP&A: There is a pattern of appointing people to key roles based more on personal relationships than on capability. Some leaders visibly lack the technical or people skills needed to manage their teams effectively. This creates tension across teams — direct reports feel unsupported, and peers without the same “connections” are left at a disadvantage regardless of performance.
• Supply Leadership Gaps: Strategy and direction seem absent. The team appears to be operating on autopilot with minimal leadership input.
• Promotion Process Lacks Transparency: Advancements often appear influenced by personal ties rather than measurable merit. This creates frustration among high-performing team members.
• Inefficient Role Distribution: Some employees continue to stay on despite unclear deliverables — including one high-ranking individual whose scope is largely administrative. It’s difficult to reconcile the cost of such roles with the company’s cost-saving messages.
