Downward trajectory - Custome support specialist LCPtracker Employee Review

2.0
Mar 24, 2026
Recommend
CEO approval
Business outlook

Pros

Paycheck was on time. Steady hours. Managers actually care.

Cons

The management team of LCP tracker has no actual influence on any decisions made that affect their department directly. The power has been shifted and been transferred over to an HR department that does not understand the needs of the employee employees or the needs of the department. What started off as a friendly environment with focused individualized plans to improve functionality across the board inside of LCP tracker has now turned into a corporate hedge fund that is trying to grow too fast beyond its current withstanding. While HR has preached, they are trying to create a non-hostile work environment. They have no earthly idea what environment they are actually creating within the confines of that company. They are not driving the culture forward. They are tearing it down and destroying it and at the core of LCP tracker. They will collapse the company within on itself because their turnover rate is so high they won’t be able to keep anybody there. Culture does not change because you want to, and that culture did not need any changing. It just needed structuring. HR is not the entirety of the company, nor should it be making decisions for managers that have dealt with their employees for over the last decade with steady growth and steady upward trajectory. If LCP tracker and Mark Douglas and the Douglas family really look at what is causing their company so much turmoil, they would restructure the HR department tomorrow.

Explore other reviews about LCPtracker

5.0
Apr 19, 2025
Recommend
CEO approval
Business outlook

Pros

Great team and learn a lot

Cons

None at all! They are great

1.0
Jun 5, 2026
Recommend
CEO approval
Business outlook

Pros

Very quiet office environment to work

Cons

Culture is heavily shaped by DEI priorities and extreme sensitivity environment. HR and certain managers consistently protected “weakness” (phobias, emotional sensitivity, etc.) by requiring the rest of the team to accommodate it, while high-energy or direct personalities were told to tone it down. This created noticeably low morale. Double standards were common. Inappropriate personal conversations—including detailed sexual exploits shared openly at work—were tolerated and even defended by HR and male colleagues. Yet light joking led to an immediate complaint and group defense of the other person. Professional perkiness or straightforward communication was labeled “noise” and shut down to protect “sensitive” team members. TOP leadership (including CEO Mark Douglas) appears disconnected from day-to-day office realities. Managers talk a big game about family culture and support, but decisions feel driven more by politics and optics than performance or merit.

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