Garan Reviews

This organization has significant leadership and cultural deficiencies. There has been an unsustainable amount of staff turnover and reactive restructuring. Former leaders who brought strong creative direction, innovation, and positive team engagement have all exited, affecting morale and continuity with retailers. Decision-making is highly centralized, with no autonomy for teams. Creative direction is driven more by a specific individual's preference rather than by customer insights or market data, leading to misalignment with retail partners and requiring the work to be started over. Frequent last-minute changes and reactive shifts in direction make it difficult to plan and focus on outcomes. At the senior level, there is a lack of clarity around long-term strategy and expectations. At the team level, workflows are regularly disrupted, resulting in working nights and weekends, often with no visibility into the reasoning behind decisions. Overall, the combination of high turnover, inconsistent direction, and weak leadership makes Garan a difficult environment in which both the business and staff can succeed.

• High turnover created an unstable and unpredictable work environment • Burnout felt normalized, with expectations often exceeding reasonable workloads • Inconsistent handling of employee departures, including immediate exits after notice, made transition planning difficult • Leadership engagement was limited; communication and acknowledgment from upper management were often lacking • Decision-making and people management practices at times felt reactive rather than consistent • Perception of favoritism impacted growth opportunities and overall morale • Work-life balance was difficult to maintain in practice despite company messaging