Run Far Away - Recensione dipendente - Dipendente anonimo presso Postali

What drew me to Postali was the chance to be part of a small, focused team where people, both team members and clients, are the focus. Since joining, I’ve been impressed by how talented and collaborative the team is: smart, creative, and willing to go the extra mile for clients and for each other. That is reflected in the quality of the work and, most importantly, in how clients describe their experience. Client sentiment is strong, results are real, and there’s direct acknowledgement from clients as to the impact we have on their businesses. Like any agency, the pace can be demanding, and priorities shift quickly. Technology and competition have demanded rapid response in the what and how of our work. This isn’t the right environment for someone who wants predictability or a narrowly defined role. But for those who thrive on collaboration, growth, and contributing to a culture that values both experience and experimentation, Postali offers something rare: the chance to do meaningful work while helping shape the place you work in.

Bandwidth: Not unusual for a small agency, but we all wear many hats

The company has potential. It’s a niche agency that once had a strong reputation and offered a solid working environment. There are still some talented and dedicated people on the team who care about the work and the clients. With the right leadership and operational changes, the company could regain its footing and become a great place to work again.

After a major shift in leadership and operations in the last 2 years, employee and client turnover spiked almost overnight and never really settled down. Simply put, there isn’t enough experience at the top to delegate effectively or run a marketing agency the way it needs to be run. No matter how many clients are brought in, the company refuses to hire enough people to handle the workload. As a result, we end up in a constant loop. We scramble to prioritize a few clients who’ve been neglected due to lack of capacity, then shift focus and neglect others until their performance drops. Eventually, a client leaves because the damage can’t be reversed, or an employee leaves out of frustration. Then the cycle starts again. On top of that, leadership has no real sense of the company’s culture. Nearly everyone outside of leadership is frustrated, but few are willing to speak up because when someone does, they’re often let go. And when people leave on their own terms, leadership tends to spin it as if that person was never a strong contributor in the first place.