Pros
The only real positive was working with a team of capable, professional colleagues. Under different circumstances, with a healthier work environment, this could be a very interesting and rewarding role.
Cons
Firstly, it is important to note that the latest events team has been unfairly blamed for writing many of the recent negative reviews, however, staff from several other teams, many of whom have since left the company, have experienced similar issues. The majority of these negative reviews are true, and little has changed in the company, especially when it comes to management. Leadership is a serious concern. The CEO and other members of the senior leadership team often struggle to manage their emotions in the workplace, which raises serious concerns about their suitability for leadership positions. The CEO tends to micromanage and can be passive-aggressive in his communication, at times using abusive language toward employees. He also appears to struggle with being challenged or presented with alternative ideas. Employees who bring forward different perspectives or suggestions for improvement often find that these are not well received. In practice, there is a strong expectation that instructions are followed exactly as given, and situations where employees question decisions or propose different approaches have sometimes resulted in them being pushed out of the company. At the same time, when problems arise, responsibility is often placed on employees rather than being addressed at the leadership level. Other members of the senior leadership team can also be passive-aggressive, even towards interns who are simply asking valid questions. This type of management creates a culture where people become hesitant to take ownership of new tasks, which slows down work and affects overall operations. Staff turnover in the events team has been very high. Since the beginning of 2025, a third team has been formed. Due to recent departures, the team became understaffed during a busy period. Despite this, the CEO continued assigning additional projects to managers and interns. Although it was stated that operational decisions would be left to the team leader, this has not always been the case in practice. The CEO often bypasses the team leader and communicates directly with managers, which creates confusion around priorities and workload. Because the CEO frequently micromanages and inserts himself into responsibilities that normally belong to the team leader, it becomes very difficult for the team leader to actually manage the team effectively. At times, decisions are discussed directly with managers without the team leader being included. When mistakes happen, which is almost inevitable given the workload, the team leader is then held responsible, despite having limited control over how tasks are assigned or communicated. Despite these challenges, the events team has worked very hard, often putting in overtime and doing their best in a difficult environment. Unfortunately, morale has also been affected by unprofessional comments about the team. Some employees have referred to the events department as “the cancer of Solten,” a remark allegedly made by other members of the senior leadership team, which are both demoralizing and inappropriate. Some changes have been made, but they only move the company slightly closer to basic standards. The main issues remain. New employees: Please familiarize yourself with Czech law regarding overtime compensation, and make sure that the company’s approach to extra hours aligns with legal requirements.
