While the agency projects success outwardly, internally it functions in a state of confusion and contradiction. And is a place where image consistently takes precedence over integrity and execution.
There’s been a steady and troubling erosion of culture, capability, and integrity. While you can blame some of it on the fast-paced and ever-evolving advertising landscape, the issues here are deeper, structural failures, enabled and driven by those in the leadership.
They consistently demonstrated an inability to guide the agency with clarity, maturity, or accountability. What should have been a space for ideas, debates, and rich work had instead become a culture dominated by defensiveness, gossip, and retaliation.
Individuals with alternative viewpoints were not only dismissed, but in some cases deliberately sidelined or vilified. Rather than lead, senior figures across creative, strategy, and account management opted to surround themselves with those who would not challenge them.
This created an echo chamber of affirmation and silence.
A lot of the staff either left or emotionally disengaged, leaving behind roles that were filled by undertrained juniors; promoted without the support or mentorship required to succeed.
It was sad to see them being set up to fail.
The loss of institutional knowledge and the decline of quality in the day-to-day output was stark. Simultaneously, a small group of creatives, some of whom are overrated and unchecked continue to operate with inflated self-importance, enabled by the very absence of strong creative leadership.
Briefs are often surface-level and lack the clarity or depth required to drive meaningful creative thinking. Despite the performative language and self-congratulatory tone and trophies, the actual starting point always fell short.
And this led many to question whether some people’s presence and participation brought any tangible value.
Mastering the art of appearing indispensable without contributing is a skill in itself. And surviving here is all about aligning with those in charge, talking over others, around others, and behind others. And rarely has anything to do with driving the work forward.
There are one or maybe 2 lifers left here who probably run this circus while aligning with the management. Because they can’t afford to be found out.
Compounding these issues is the agency’s culture of psychological fragility and gaslighting. A blame-first approach has replaced curiosity and collaboration. Employees are often left second-guessing their worth, not because of performance, but because of having to constantly walk on eggshells, strewn around by individuals out to get them. The same Individuals who projected inadequacy on others to mask their own shortcomings.
Several staff began to doubt their value due to consistent undermining, exclusion from conversations, or deliberate erasure of their contributions.
When this is done repeatedly and without consequence, it ceases to be negligence and becomes something far more damaging.
The lack of accountability from the department leads made the whole environment hostile. The qualities you look for in seniors - inspiration, support, advice, mentorship - were all absent. Whether this was out of choice, character, or capability, will never be known.
The business side struggled with operational inefficiencies and shrinking client confidence pointing to a company that is as culturally unstable as it is broken.
All of this continues to remain unchecked as the management runs the place like their pet project and not a professional agency.
