Compensation was extremely poor for the level of workload and stress involved. The company would regularly hold mandatory state of the company meetings to celebrate multi-million-dollar profit margins and growth expectations, while offering employees minimal yearly raises that did not meaningfully keep up with the cost of living (2.7%). That disconnect felt insulting, especially in a small company where leadership was fully aware of what employees were being paid. (Only 25-30 total employees)
Applicants should also understand that this is not a technology-first role. The company made it clear that it viewed itself as "a customer service company that happens to do IT", and that mindset showed up everywhere. Technical quality often felt secondary to keeping clients happy, even when that meant short-term fixes, weak standards, or solutions that did not feel honest or sustainable.
Training was minimal. After a brief onboarding period focused mostly on an outdated ticketing system, employees were expected to support a large number of very different client environments with little meaningful mentoring or guidance. Management support was inconsistent, and negative client feedback could lead to intense criticism or termination rather than constructive coaching.
The company also placed too much emphasis on image management. Employees were strongly pushed to leave positive reviews so the company could improve its reputation and compete for online “Best Places to Work” recognition.
