• Leadership plays favourites — promotions are handed to select individuals without merit or credentials, while others are held to a different standard.
• The environment is overwhelmingly male-dominated, with little regard for diversity or inclusion.
• The managing director is disengaged, often more focused on his phone than on the people or purpose of meetings.
• He prioritises trivial metrics like logged hours and event attendance (even outside work hours) over trust, outcomes, or wellbeing.
• A culture of bullying is tolerated, if not enabled, by senior leadership. Integrity and mentorship are sorely lacking.
• Inappropriate relationships one SLT member and employees go unaddressed, raising serious ethical concerns.
• Leadership invites openness and honesty, but often weaponises that vulnerability against employees.
• Challenges to leadership are unwelcome unless they align with pre-approved narratives.
• There’s a wholesale focus on processes and operations, with little understanding of retail realities.
• Many talented employees are overlooked simply because they don’t conform to internal politics or presentation styles.
• Redundancies don’t always seem to be based on business needs but rather strategic
