Pros
A few leadership figures rose to the occasion and played mentor to many of the junior staff that were mostly fresh out of college. The finance director sent everyone wine for a zoom happy hour which was nice to change things up. The creative team at the time setup a useful process to abide by and get things out the door on a scheduling/team work-like system. They also minimized meetings and made day-to-day work hours more efficient for those involved in developing marketing content. Most junior staff remains upbeat as they are shielded from most things.
Cons
Certain leadership roles whom seemed to look like they were succeeding in improving the business were also knee-capped frequently in public (via zoom) to be put in their place which I found toxic, but also hesitant to address as there was no one to really correct things culturally. Executives weren't transparent with where the budget often led to monthly, or why it fluctuated and effected monthly outcomes across projects and capabilities for different teams. One day a team would have a specific amount that was reviewed/approved in a meeting; then it's gone the next meeting and that director would be asked to explain what they would do about it which one could describe as being setup for failure (happened rhetorically where 2 months would go by with zero dollars for spend). Expansion of the brand to different outlets led to a lot of crunch time which is understandable, but where it got sticky was when C-level executives at the time would phone you over the weekend to get responses and list demandsregardless of where and when you physically stood. An aggressive tone that is often a tone reserved for close family members would be used if you dared to push back respectfully so there wasn't room to budge, you just had to get to your computer somehow or just not leave your desk in fear you'd get a text/call at noon on a Sunday. There wasn't room for personal space sadly, but it's also shaped how I look into new prospective employers.