Pros
Our previous operations leader was sharp, both in wit and in business acumen. He understood the mechanics of the business and had an intuitive grasp of how to scale while building trust. He aligned teams, and made people feel like they were working toward something meaningful. The individuals who succeeded him also succeeded in hindering growth.
Cons
The shift in leadership within operations has been especially difficult to witness. The current director is, quite honestly, over-promoted and underperforming. Their approach is snarky and dismissive in meetings, with a tendency to be curt—even rude—with clients. Communication is nearly nonexistent, and when they does engage, it’s often reactive, controlling, or defensive. There’s little sense of collaboration or strategic foresight, and certainly no effort to validate or support cross-functional teams. There is a lot of "thinking"... think faster, please. Operational competence is also in question. Financial understanding seems shaky at best, and even routine execution feels labored and uncertain. Instead of removing friction from the system, he introduces it. I’ve experienced firsthand how their actions actively obstruct sales efforts—whether through micromanagement, delays, or decisions that undermine client confidence. This isn’t just a leadership gap; it feels like sabotage dressed up as process.