Great coworkers, but management struggles with communication - Senior Project Manager IDG Employee Review

Daily Pay, Hours of Operation, High Level Food & Beverage Program, Team Service.

Transferring earnings from Cliq Payment card to bank account, tip-out and pooling structure, health insurance.

* The company is well-established and financially successful, with strong brand recognition across multiple markets. * The CEO is widely respected, having built his career from the ground up, and is known for his generosity and kindness toward employees. * The marketing team, led by capable and strategic female leadership, sets a high standard. Their work in branding, digital strategy, and outreach consistently outpaces that of other departments. * Considerable untapped potential within the Events Department, especially if the company is willing to implement proper leadership, infrastructure, and support.

* Lack of Leadership in the Events Department: The department suffers from stagnant leadership unwilling to modernize systems or embrace structured processes. Rather than developing the team or scaling the business, leadership resists change, preventing the department from evolving into a serious revenue driver. * Disorganized Event Operations: There are no Standard Operating Procedures (SOPs), no streamlined systems, and no scalable infrastructure. Events are handled with the mindset of a single-location restaurant rather than a corporate operation. HOD continues to rely on outdated, manual methods, resulting in inefficiencies, confusion, and missed opportunities. * Outdated Outreach Tools: The department lacks modern outreach tools and technology necessary to attract and close higher-end, large-scale sales. This limits the department’s ability to grow and compete in a serious way. * Toxic Work Environment & Mishandled HR Response: A longstanding pattern of bullying and mistreatment — particularly affecting new female employees — has created a toxic environment in the office. HR does respond to complaints, but instead of addressing the root cause, they often frame each situation as an isolated event. In reality, you quickly learn from the office team that this has happened repeatedly, to nearly every new woman who has joined the team. It appears that HR has choses to frame team members' discussions about the ongoing challenges as 'gossip' contributing to a negative environment, rather than addressing the root causes of the toxicity itself. This avoidance of accountability allows toxic behavior to continue unchecked, under the guise of resolution. * Lack of Written Communication & Structure: Most important communication is delivered verbally, with little to no documentation. This creates a chaotic and ambiguous work environment where roles, expectations, and responsibilities are unclear — a dynamic that disproportionately benefits those in power and undermines accountability.