Heather Dietrick

Marketing/Business: a year max, do it for your resume and get out Deeply unhealthy culture?editorial side complains of favoritism by top editors, senior leadership has clear anti-union sentiment and expects lower-level staffers to be grateful for what they're allowed; business side in chaos, always scrambling to make a sale, governed by sales team at the expense of the production and creative teams who are very rarely given proper credit or agency in their roles Constant turnover?worsened by new C-level leadership clearing house to bring in their own people, which adds to general culture of mistrust and paranoia ("Am I next?" "What is [x] saying to the leadership about me?" "Does anyone notice my efforts?") Lack of clear mission?zero onboarding training when managerial staff is hired, which for creative department means bosses with solid creative ideas but very weak managerial skills , all worsened by a lack of any clear mission statement for the brand team beyond "make money"; very little team cohesion as a result, exacerbated by the constant turnover and sense of people abandoning ship before the ship abandons them Leadership refuses to address key issues?if, over the course of three years, multiple people on multiple levels of the business identify the same issues regarding a high-level salesperson and the breakdowns in process this person continually enables?at the expense of the rest of the team's work?would you not take sincere measures to address these issues? Sadly, TDB has chosen to see talented staff quit or burn out, rather than do so, and seems bent on continuing down this path Raises are non-existent?wage stagnation is guaranteed unless you're able to leverage an offer from a different company