Turner does very little to support the Marketing and Sales Departments. You are only valuable here if you are an engineer or an analytical thinker. Promotions and opportunities for advancement that should go to people within the Marketing, Sales, or Administrative Departments are carved out for engineers who may not be the most qualified but are perceived of higher value to the company. Recently, many Turner employees were sent to an innovation event on behalf of the company, but they were almost all engineers. Wouldn't you think your most creative minds would benefit from these opportunities? Marketing and design is a skill that is earned through extensive experience and years of education and should not be undermined just because its nature is subjective.
There is no growth as a Marketing function, just a revolving door, which is a shame because when a person becomes skilled in construction sales, they are a very specialized and sought after asset. It should be no surprise to Turner that it consistently loses key staff to other Construction Managers with better organization of their Marketing and Sales departments. This should be a red flag to such a competitive company that spends so much energy chasing leads. Turnover is frequent because the marketing teams are short-staffed and under high pressure with constant deadlines and high expectations. It is not a sustainable position as it currently exists and the fact that very little has been done to change this environment is troubling; our teams do not feel valued. From my experience, units like Boston, Chicago, and Miami seem stretched especially thin.
It is also surprising that there is not a CMO to enforce assimilation within the Business Units; our technology usage in sales, our external and internal facing websites, and data monitoring systems are becoming obsolete.
