Pros
TU culture was a "can-do" culture and one that did have the best intentions. The CFO team was the best I ever worked with in my 30+ years - they're true partners and will teach the willing. The tech and operations are the unsung heroes getting it done. (Though, occasionally there is singing; usually we had to start the song and anyone joining us from the outside mumbled their way through it - but it's a living) I can name a team of people that I'd pick from each of the major functions as the all-stars in the organization that demonstrate what TU can be. These people know the value of collaboration and the matrix and demonstrate respect for the effort and complexity required to bring a deal to life. These were the times when TU ranked as the most amazing place to work.
Cons
Sales wags the dog creating a few challenges: - Deal Chasing and Priority/Resource Conflicts - unprioritized deals force their way into the workflow creating unnecessary confusion and conflict. It's a bit part of the DNA and in some ways made TU very successful - but it can be frustrating. - Outside of finance, tech, and operations; process orientation and discipline is rare. Don't assume support functions may have the same structure, process, or discipline that you may be accustomed to. You may have to carry the ball of others in other departments if it's critical path for you. - Sales gets a ton of financial and other recognition. Other departments will not receive nearly that level of recognition. I'd have like to have seen a more balanced approach between those who find and grow the business and those that translate that into action and execution as you can't have one without the other. Maturing and promoting TU's efforts with Agile Development should assist with the first two - the last one you just have to be comfortable with or drill a bit into your interview to see if anything has changed. Social Justice effort fell flat for me. This is difficult because I'm glad our CEO took on effort on IMMEDIATELY; I just wish these efforts engaged the leaders and team more directly. This lack of involvement or transparency unintentionally created distrust, confusion, & animosity for why some people got to meet with the CEO and others didn't. Since we weren't in the loop - it was made worse with our having no answers. The first steps were well-intended but I think we could have taken a day or two for input to have make it better and to leverage what was already in flight locally. Good news is since then TU did bring on a D&I leader and they are committed to the cause. You'll need to ask LOTS of questions about D&I during your interview; that'll be the best gauge to ask about the things and situations that matter most to you. Despite the cons mentioned here - I'd join TU again and recommend it as a place to work. There was always more good than bad and the culture and the people would make me believe that the cons I mentioned bad can be influenced or changed with your involvement.