SG leadership is toxic - Recensione dipendente - Dipendente anonimo presso Assembly

Robust client portfolio of global / multi region brands, many running full funnel media. Generous benefits (16 wk parental leave, fertility coverage, good PPO health option, flex time off that's easy to schedule/get approved). Culture that is inclusive everyday, not just tent pole moments throughout the year including several community groups within the agency. Incredible new business / growth team and approach allowing all involved associates to gain experience. Core org design to connect media activation with strategy, tech, analytics for actual business impact for clients.

Organizational changes and client shifts have made career pathing difficult for some positions at present, teams need more staffing like most agencies. Without going far above and beyond your JD it can be hard to be noticed by key leaders for bigger opportunities.

Talented, hardworking teams and strong client work. You can learn a lot quickly, and many colleagues genuinely care about doing great work and supporting each other.

Over time, the company has increasingly prioritized profitability in ways that land heavily on employees. Perks and flexibility have been stripped back (e.g., Flex Fridays), while compensation and incentives often don’t keep pace with rising expectations and workload. Raises and promotions can feel delayed, unclear, or consistently “kicked down the road,” which hurts morale and retention. Benefits have also become more expensive while offering less value for many employees, and reductions to key supports (including parental benefits) send the message that employees are a cost line—not an investment. At the same time, leadership layers continue to grow while teams doing the day-to-day work are asked to do more with less, contributing to burnout. The contrast between cost-cutting internally and highly visible industry celebrations externally can feel frustrating and demoralizing. Separately, some employees are increasingly uncomfortable with the ethics and values of certain external partnerships and public-facing work. There’s not enough transparency or employee voice around where the company draws lines, which creates trust issues for people who want to feel proud of the work they’re associated with. The biggest risk is that the company is normalizing preventable attrition of high performers, which is already impacting continuity and institutional knowledge.