There is a clear pattern of discriminatory practices within the organization that stands in direct contrast to its public messaging. Employees from certain backgrounds—including women, pregnant employees, and individuals from diverse ethnic groups—appear to be disproportionately impacted by dismissals and adverse treatment. These decisions are often made without explanation, transparency, or consistent application of policy.
The Chief People Officer plays a central role in enabling this culture. Rather than acting as a safeguard for fair treatment, HR leadership appears aligned with control, risk avoidance, and favoritism. Employees who were foundational to the company have been terminated with little to no justification, which reflects poorly on the integrity and credibility of the HR function.
The broader leadership team’s instability is telling. A significant portion of senior leadership has departed, including the CEO, raising serious concerns about decision-making at the highest levels. This level of turnover suggests deeper structural and cultural issues rather than isolated incidents.
Additionally, the company demonstrates a lack of understanding—and, at times, disregard—for the legal and cultural differences between the United States and Quebec. Employment practices do not consistently reflect Quebec labor standards, particularly around dismissals and employee protections. This disconnect exposes the organization to risk and suggests insufficient due diligence in operating across jurisdictions. Unfortunately, this appears to be a lesson leadership is learning reactively rather than proactively.
Overall, it is jarring to witness how quickly and quietly people are removed, regardless of their contributions or tenure. The absence of accountability, explanation, or humane process reinforces the perception of a workplace where discrimination is embedded in practice, even if denied in principle.
