Pros
Competitive salary > you'll need it to offset the psychological toll. The role will also sharpen your ability to work without direction, documentation, or support, which is a skill set you didn't know you needed.
Kontras
I have never encountered an organization more committed to its own dysfunction.
Leadership rotates with alarming frequency. Multiple CEOs, constant director-level turnover, and an organizational memory that has been systematically eliminated. Forty-plus people gone across multiple teams, often without notice, transition planning, or basic continuity. Former employees would still appear in Teams chats after termination because offboarding, like most operational processes here, exists in theory only.
Performance improvement plans are used as an exit mechanism, not a development tool. I had never encountered a PIP in my career before joining this organization. Within my time here, I personally knew seven people who received one. Myself included. HR provided no meaningful support at any stage of employment. There is no training infrastructure of any kind. You are expected to produce from day one with no ramp, no documentation, and no one available who can credibly explain the role or the systems.
Vendor relationships are fragmented and competitive rather than coordinated. Interdepartmental responsibilities overlap without clear ownership, which means work falls through cracks or gets duplicated, and when something fails, accountability is impossible to assign because no one defined who was responsible in the first place. Leadership uses this ambiguity to their advantage.
Leadership failures are not acknowledged, addressed, or even visible. Accountability flows in one direction: downward. Those at the top operate without consequence.
Budget decisions are made somewhere outside of normal organizational visibility, with no transparency into how resources are allocated or why.
Marketing operates day-to-day with no strategy beyond a few weeks out. KPIs and meaningful metrics are largely absent.
Digital marketing data exists but leadership simply lacks the foundation to interpret or act on it. Presentations from leadership were, in my experience, nonexistent.
Systems are broken, fragmented, and undocumented. Nothing is integrated correctly. Processes are invented on the spot and later presented as established procedure. Responsibilities are distributed without introduction, context, or support. You will inherit work that no one can explain and be held accountable for outcomes that were never defined.
Remote culture failed at the most basic level. One-on-ones and team meetings were routinely canceled. In a fully remote environment, that is not a minor inconvenience, it is a structural failure that signals exactly how much leadership values its people.