A company in transition - Avis employé Employé (anonyme) Emblation

People from the US and few key people from the UK that we worked with. Before the merger, Saorsa was thriving in North America with fast processes, customer oriented, and everybody working towards the same goal. Not perfect, but literally a team getting the job done.

Current Management, C-levels and Board are clearly not prepared to run the business. While the US team was super fast paced, trying to make it happen, the UK team is extremely bureaucratic more worried about forms, processes rather than its customers and results. Very different culture as well. In the US everybody wanted to grow together but willing to wear many hats. In the UK, if it's not their box, the will tell you to look for respective party. Also, too many managers / directors and VPS compared to the company's size and very few people doing the actual work. No HR for over 2 years. No ownership for any process. High cost model created by starting an in-house warehouse vs, the old model (Leaner and with the necessary expertise to get the job done for the last half decade in the US). High probability of super-inflating the company's valuation to sell as the only value that the company has is its IP.

The changes since Saorsa have been very positive. Their lacklustre performance had dragged the company for years. The new leadership team brought structure, clearer accountability and better decision making. Sales processes are now consistent instead of chaotic. The focus is on the customers rather than excuses about why sales weren’t happening. Support teams actually follow through rather than leaving people hanging. The culture is more open, direct and realistic about what needs to be done.

Cleaning up the legacy issues from the Saorsa era took time and created some bumps. A few people still miss the old informal style even though it caused most of the problems. Higher expectations now mean underperformers don’t last long.