One of the challenges I experienced at Trackunit was that progression and internal opportunities did not always feel fully structured or transparent. At times, promotions and advancement appeared to depend more on internal relationships, favouritism, perceived nepotism, or visibility with certain managers than on clear performance metrics, qualifications, experience, or proven delivery.
There was also a period where the wider team environment felt uncertain, with staff concerned about job security and future changes. This created pressure across teams and contributed to a higher level of staff turnover, which affected morale, consistency, and long-term knowledge retention.
Another challenge was that some internal selection or interview processes did not always feel fully aligned with an individual’s experience, CV, technical ability, or contribution. In some cases, it felt as though success depended more on people-pleasing, internal favourability, or personal connections than on measurable capability.
That said, I learned a lot from the experience. It strengthened my ability to remain professional in uncertain environments, focus on customer outcomes, support colleagues through change, and continue delivering value even when internal structures were not perfect.
