Umm well ..... - werkgeversreview Anonieme werknemer bij CreateFuture

Thank you for taking the time to share this. Senior-level feedback is incredibly important, and while it’s not easy to read, I want to address the concerns you’ve raised openly and in a way that reflects the responsibility I carry as CEO. You’ve highlighted themes around leadership capacity, the evolution of our senior team, decision-making, culture and alignment. These are big topics, and I want to speak to them directly. On senior leaders working in delivery: Some of our capability and practice leaders do have billability expectations - not because they’re backfilling teams, but because staying close to clients, to the work and to delivery reality is part of who we are as a consultancy. Senior people should bring experience, credibility and hands-on value into strategic engagements and operate as a peer to our clients capability leaders. That said, we constantly review the balance to make sure leadership has the headspace needed to manage, support and drive the organisation effectively. On our shift to sustainable, profitable growth: We haven’t pivoted to short-term profit. We’ve shifted to sustainable growth as we moved from an embedded team model into outcome-led consulting. That transition has raised expectations around capability, delivery excellence and utilisation - and it has required the business to mature quickly. I know this shift has landed differently across teams, and we’re working to improve how we explain the “why” behind the decisions we’re making. On leadership transitions and experience: It’s true that we’ve been through several leadership phases as we scaled from 40 people to more than 550 in a few years. Different phases require different strengths, and some transitions have been the right moves. I’ve also been open internally about personally making some missteps along the way. The consultancies we’ve recruited from - including those mentioned - are some of the strongest in the mid-market, and have helped us raise the bar, evolve our ways of working and professionalise the business. On decision-making and autonomy: We operate under a clear strategy - Elevate28 - that’s owned across the executive team. All programmes have delegated ownership, and our decision-making is open and frequent. I do accept that I move quickly and reprioritise when needed. That agility is one of the reasons we’ve outperformed the market, avoided large-scale redundancies and protected jobs through a difficult period for the consulting industry. On culture, trust and psychological safety: Hearing that raising concerns hasn’t always felt safe is something I take seriously. We’re strengthening feedback mechanisms, reinforcing expectations for leaders at every level, and creating clearer routes for concerns to be heard and acted on. We want a culture where challenge is welcomed, where people feel they can speak openly, and where leadership listens and responds, as I am doing here and across the various other feedback platforms we utilise. Thank you again for the depth of your feedback. I’m committed - alongside the rest of the leadership team - to improving how we lead, communicate and support our people. Euan