Pros
• Tactical-level management is still focused on the well-being of their teams in spite of indifference from CEO and Global Product Management. • In Holland, the remainders of the LeanLogistics team continue to be one of the strongest companies you could work with.
Cons
• Priorities shift constantly, often before they can be meaningfully completed. • Owners and executive leadership are not focused on developing or sustaining existing customers or employees. Their focus is on the illusion of profitability and sustainability, in the hopes BluJay Solutions can be acquired at profitable margins. • The strategic and management practices that made LeanLogistics a profitable, people-focused place to work have been largely overwritten by those that made Kewill a very unprofitable company. • Workplace culture is deteriorating: "transparency" is there, but the data and direction is no longer clear or meaningful to anybody outside of the executive suite; little direction for advancement; use of the commonly-cited foosball and ping-pong tables has become an acknowledged negative indicator to leadership. • Executive leadership is in persistent disarray; biweekly emails detail constant shifts in leaders' responsibilities, expanding or contracting. • Product drives everything -- at the expense of effective prioritization or staffing -- rushing at deadlines in spite of the advice of other stakeholders, and publicly blaming everyone else when those critically-flawed plans fail.