Multiple former employees would strongly advise avoiding this business at all costs — particularly the animal (pet) division, which also, inexplicably, oversees human supplements. The lack of clarity and coherence at the top is consistently reflected in poor decisions and day-to-day dysfunction.
There is a shared view that UK leadership lack genuine commercial and sales experience beyond having benefited from exceptionally favourable market conditions. Confidence appears rooted in timing rather than proven capability, with little evidence of the discipline required to build and scale a serious, competitive business.
Across teams, the culture is described as one of intense micromanagement paired with constant, reactive changes in strategy. Direction shifts frequently, often without data, explanation, or accountability. Employees are expected to deliver against moving targets and are then blamed when outcomes inevitably miss.
Many experienced hires report that functions are manipulated, transparency is absent, and management show little regard for people, fundamentals, or basic leadership principles. Rather than being empowered, capable professionals are undermined and left questioning themselves in an environment that steadily erodes confidence.
If you are interviewing, multiple former employees recommend asking how many people have been made redundant — and whether the most recent round took place a week before Christmas. That answer alone will tell you everything you need to know.
