As previously stated, the CEO is definitely one of the most difficult people to work for (and he will spend a great deal of time ensuring that you know you work FOR him and never WITH him). Being that it is a smaller company, the executive team seems to operate under the notion that they'll be a Fortune 500 company soon enough and tries to operate as such. Big business models don't work for small businesses, and it's evident in lack of growth in projects and dwindling list of clientele. Also as previously stated, the AJI Network is (now, but not always) a voluntary opportunity for professional networking, the culture embedded at RBC resulting from what was "taught" at these very expensive semi-annual to quarterly "conferences" in California have not furthered any growth opportunities for the rest of the company, but only for those employees (mostly the executives) that are "strongly encouraged" to join per the CEO's request. It's not fair, and most of what they teach is often what can be found in a typical graduate-level business administration class (but for 4 times the cost). The wage gap is apparent not only between the executive team and other groups within the company, but even between men and women doing the same job. It was an incredibly difficult and awkward environment to work in, and a lot of changes need to be made internally.