Always a fire - Avis employé Associate Director Sol Systems

1,0
21 nov. 2025
Recommande
Approbation du PDG
Perspective commerciale

Avantages

smart, kind colleagues, below the management tier

Inconvénients

There’s always a fire to put out and multiple execs asking you to prioritize their requests. The leadership frequently changes their priorities, leading to whiplash for employees. They also constantly ask their teams for reams of data and changes to how things are reported to help make their decisions, but I’m not sure it’s helpful. In fact I think these constant information requests and reporting changes contribute to how quickly management changes strategic priorities, i.e. ironically the opposite of decision paralysis. Lastly, benefits are bad. Only 10 days of PTO, poor health insurance, poor equity options, and short parental leave for fathers even though the CEO constantly talks about the company being supportive for families. Laid off a tenth of their staff earlier this year in response to pressure from KKR board members. There are also no mentorship opportunities or serious conversations about growth and professional development

Découvrez plus d’avis sur Sol Systems

5,0
12 nov. 2025
Recommande
Approbation du PDG
Perspective commerciale

Avantages

Great work environment | Amazing team

Inconvénients

Did not find any cons.

1,0
28 janv. 2026
Recommande
Approbation du PDG
Perspective commerciale

Avantages

• Some coworkers at the same level were supportive and easy to work with • Good opportunity to build peer relationships with people who were also early in their careers • Exposure to solar projects

Inconvénients

• Compensation did not scale appropriately with cost-of-living changes. Employees were expected to relocate to a high-cost area without salary adjustments that made the move financially sustainable. • Relocation and on-site expectations were inconsistent. Junior staff were required to be in the office while much of management worked remotely, limiting access to guidance and decision-makers. • Management effectiveness varied. Inexperienced managers and remote oversight often resulted no clear direction and mentorship. • Process rigidity discouraged improvement. While feedback and new ideas were initially welcomed, meaningful changes were often dismissed in favor of maintaining existing approaches. • Performance management lacked support, with limited coaching or resources provided to improve outcomes. • High employee turnover created instability, loss of context, and frequent shifts in priorities. • Organizational direction was unclear. Strategic shifts often.

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