Gone downhill - Recensione dipendente - Manager presso CreateFuture

Thank you for taking the time to share this review. I’m sorry this has been your experience of CreateFuture, and as CEO, I take responsibility for how our recent changes have been felt across the business. You’ve raised concerns about leadership decisions, people we’ve let go, the load on managers, and clarity around career development. These are important points, and I want to address them directly. On changes in leadership and management layers: Earlier this year, we announced that we were reshaping what we expect from our managers as we’ve moved deeper into consulting delivery. That means being much closer to projects, closer to clients, and leading from the front - not operating at a distance. In some cases, that has meant making difficult decisions about people who, while well-liked, weren’t aligned with the technical depth or delivery expectations the business needs today. These decisions are never taken lightly, and they’re rooted in the quality bar we know you and our clients expect from us. We do our best to be open about these types of decisions whilst being respectful of the individuals who may be impacted. On “good people going” and “bad people staying”: I understand why changes can sometimes feel inconsistent. But we are applying a consistent performance framework across the business - for progression and, when needed, accountability. If there are individuals you feel aren’t meeting the standard, especially in senior roles, that’s feedback we take seriously. We can only act on what we know, and we are committed to holding everyone, including leaders, to the same expectations. Please do use our people partners to raise these concerns, or with me directly, if you feel comfortable doing so. On manager workload: You’re right - some managers have been stretched. This is something we’re actively addressing. Even in the last few weeks, we’ve promoted five new managers internally, in addition to earlier internal promotions, with several others having stepped into new leadership roles, and we’re hiring where it strengthens the structure. Building more capacity in this layer is a priority so our managers have the time and space to properly support their teams. On career development: Career development hasn’t always felt clear, and we know that. We’ve been improving role frameworks, progression criteria and feedback processes to make development more structured and transparent. There’s more to do, and we’re committed to getting it right. Thank you again for sharing your experience. Feedback like this helps us see where the gaps still are, and we’re working hard - as a leadership team - to rebuild clarity, consistency and confidence across the company. Euan