Lack of Leadership, HR Support, and Growth Opportunities at Miami Studio - Recensione dipendente - Senior Designer presso AvroKO Design

I worked at the Miami studio for three years and contributed to both new and legacy hospitality projects. While the work itself was rewarding and the local team was exceptional, the lack of leadership, HR accountability, and career support became increasingly evident — especially in how my employment ended. In June 2025, more than half of the Miami team was furloughed — not for performance — but with the clear message that rehiring was unlikely and that we should begin seeking other opportunities. The furlough process was essentially used as a cheap way to lay off staff, avoiding the option of severance or payout of accrued PTO. Notice was given abruptly the day before our final paychecks, even after a full week of client workshops and design meetings. We were given a generic reemployment assistance guide, encouraged to apply for unemployment, and instructed to urgently return studio property. There was no offboarding process conducted by HR, no mention of transfer opportunities to other studios, and access to internal systems was cut immediately — leaving no chance to retrieve project work for portfolios. There were also serious issues with benefits and payroll. I had been paying for short-term disability insurance for over a year and a half, only to find out the company had never formally enrolled me, leaving me unable to access benefits for maternity leave. At one point, employees even received letters from the health insurance provider warning that coverage would be canceled due to nonpayment by the company. Errors in 401(k) contributions went unnoticed until after furlough, and were only corrected thanks to personal auditing by a team member — not HR or finance. Leadership presence was almost nonexistent. In three years, not a single partner ever visited the Miami studio, welcomed staff, or engaged with the team in any way. The Chief Creative Officer was the only global leader who consistently visited, stayed involved in our projects, and supported studio culture. After his departure in Q1 2025, the Miami team became completely siloed from the rest of the firm. Culturally, expectations were extremely high — employees were expected to perform far beyond their role and pay grade — yet there was little to no opportunity for advancement. There were no annual salary increases, no bonuses, and no clear growth pathways for either junior or senior staff. The company markets itself around the “Four S’s” — Security, Surprise, Significance, and Synergy — yet none of these were reflected internally. The Miami team was left without security, without recognition, and without any meaningful connection to leadership. I am proud of the projects we created and the dedication of the Miami studio team, but the lack of leadership accountability, HR support, and basic professional respect made it clear that people were not the priority.