NoBlue in its original iteration took advantage of the abundance of demand for ERP system implementations correlating with the pandemic years and immediately after. Their sales department were bringing in more and more less-than-ideal projects by under-pricing and over-promising to clients - and, to be fair to them, this was printing them money. The only problem was that the availability of resources for delivering these projects did not seem to factor in as a consideration.
As a solution to this, they hired a bunch of people who either knew or did not know how to do their jobs, and performed at varying degrees of commitment and efficiency.
Mid-management was essentially non-existent, everyone was either overworked and burnt out or just completely checked out, there was no internal employee feedback system, no standards of operation, no trainings, nothing. Work quality and client satisfaction suffered massively as a result.
I don't know what they are like in their new, NoBlue2 iteration, but I think it's very telling that the only guy that stayed on in NB2 from the original NB's team of director level colleagues was the then CEO, who has since been shifted to what I imagine to be a largely ceremonial CSO role.
