Fundamentals from a client value perspective continued to motivate Year-Over-Year growth and profit. After realignment and then acquisitions, the new culture fostered unknown employment status for growth, employee development and resulted in downsizing. At one point multiple departures, retirements and demotions from the CEO level and below.
There is so much work that the RMA department is unorganized and all over the place. They will never be able to catch up. The manager is overwhelmed and the whole department needs to be cleaned up. There is no training. It is a sink or swim mentality. New hires are not given the tools to succeed. Training needs to be given so new hires can have a chance to succeed.
Workplace culture can vary depending on office location. Overall, people are great to work with! Can be hard to manage work/life balance based on the role and responsibility you hold. Opportunity for career advancement, especially if you connect yourself with the "right" people. Time off is great, benefits are good. Compensation could be better - those hired externally often come in with higher pay or replace veterans that have been with the company for a long tenure.
People are great to work with
Recognition awards/programs could be better utilized, Same people in top executive management are promoted
Was a nice place to work. I enjoyed the interaction and support from my fellow employees. They offered many different training programs and encouraged taking advantage of opportunities to learn and advance your career.
Great place to work but lacks in management therefore causes issues regarding advancement, values, and overall job expectations. Bad management causes employee to question value and in turn work quality reflects.
I was brought into DD to save a client project (PetSmart) which was in great distress. Utilizing the skills I had developed on a project for 7-Eleven and other large organizations, DD gave me the freedom to build a deployment team of project coordinators, manage the vendor rack/stack field techs, and with the assistance of their internal PMO we had excellent success in reviving a troubled program and angry client. Under the mentoring guidance of PMO head Gerry Samchuck, I was given great deference in achieving similar successes for Xerox Corp, Compass Bank, Lexus Nexus, and an internationally-owned set of supermarket chains. Due to an economic downturn and change in PMO management, I was no longer needed. It was terribly unfortunate the manner in which I was let go after 6+ very productive years as a consultant and FTE.
Access to great clients, initially given great latitude to build project teams