Pros
Pay can look decent on paper. You’ll meet some genuinely good coworkers… briefly, before they leave.
Kontras
Where to start. Leadership is the core issue here—particularly at the dean level and above. There’s a consistent pattern of internal politics, shifting priorities, and a surprising amount of energy spent on positioning rather than actually leading. It often feels less like a leadership team and more like a competition.
Turnover is not just high—it’s constant. Seeing people cycle out in a matter of months is normal, not the exception. That alone should tell you something about the day-to-day reality.
There’s also a noticeable disconnect between what leadership says (culture, support, improvement) and what employees actually experience. Culture is frequently talked about, occasionally presented in meetings, but rarely felt in practice. If recent “improvements” are the benchmark, expectations may need recalibration.
Execution is another major gap. There’s a lot of talk, a lot of titles, and a lot of meetings—but very little follow-through. Decisions change quickly, direction is unclear, and accountability is hard to find.
You may also notice overlapping roles and external collaborations that raise questions about priorities and boundaries in program development. At minimum, it can feel disorganized; at worst, it raises eyebrows.