Training and infrastructure are nonexistent, therefore, people are set up to fail and are very stressed to the point of toxicity. Although the bank likes to call itself virtual, back office systems are antiquated and do not interface well so leads to redundant work, lots of manual processes, lack of reporting which would make job easier, poor customer service, etc. And they have made several poor choices on software purchases which could have improved this. The bank tried to go public and failed. They were bought in mid 2016 by bank investors and plan to try to go public again in 3-5 years. Turnover volume is insanely high. They have recently lost/ replaced many key roles including the head of compliance, head of security, head of commercial lending, the head of credit, the head of cash management, the head of IT, the head of SBA, lost several lenders, turned over the entire branch staff, lost the treasurer, etc. Mike Butler thinks he's Jack Welch and believes in culling of the herd and does not realize or does not care what a negative effext turnover has on morale and customer service. He refers to it as "human capital" and disparages those that have left . With those that stay, he has favorites. Many people have been promoted, but not always the right person for the job and they move around who is in charge of departments, such as customer service- the branch- like chess pieces.
