C60/OG was one of the more challenging organizations I have worked for. Management lacked transparency and consistent communication, with decisions often made at the top and pushed down without meaningful explanation or feedback channels. This created an environment where employees were expected to comply without having visibility into the rationale behind major changes.
Nepotism appeared to be a significant issue, including family members of ownership working within the organization and senior leadership providing preferential treatment and advancement opportunities to relatives. In some cases, this resulted in individuals being repeatedly reassigned to protect their roles rather than being held to the same performance standards as others.
While the ability to work from home was a positive aspect, it was offset by excessive workloads placed on individuals and teams. Frequent layoffs led to multiple management changes, a lack of continuity, and no clear long-term direction. Employees located outside the GTA were often treated as second-class contributors, which negatively impacted morale and inclusion.
Additionally, there was an expectation to provide after-hours support for technologies outside one’s scope of responsibility, effectively requiring 24/7 availability without additional compensation. Overall, the work environment was demanding, disorganized, and unsustainable for many employees.
