Place where Interior Designers are suppressed & abused - Recensione dipendente - Interior Designer presso TRIO Design

1,0
11 nov 2021
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Lots of vacation time (I think 4 weeks) to make up for working an average of 80 hours a week and getting underpaid…

Svantaggi

Abusive toxic environment…their marketing and flashing lights draw in naive Interior Designers only to be severely underpaid to live in Denver and work an insane amount of hours of week on a sad salary. You’re expected to work overtime for no overtime pay, work on vacation so really don’t bother taking time off. Trio is basically a turn and burn place for Interior designers to gain experience and move on to bigger and better where they are not mentally and emotionally abused. The lead designers are so rude and verbally abusive. You’re expected to travel all the time so you don’t have a life and expected to do physically dangerous risky tasks on installs that should honestly be an HR violation but that won’t get you anywhere since HR is friends with the owner of the company. Don’t waste your voice or time or talent at this company that will only suppress and abuse you to the point where you’ll need therapy for years following

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5,0
29 ago 2023
Dipendente anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Innovative, creative, professional, collaborative, high standards

Svantaggi

high expectations, expectations of quick evolution

1,0
23 apr 2026
Dipendente anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Team members are generally hardworking and collaborative

Svantaggi

It all stems from the top…not a good culture In my experience, this was a very challenging environment driven by inconsistent leadership direction and a lack of alignment at the top. Priorities shifted frequently, often without clear communication, which created confusion and repeated rework across teams. Leadership communication tended to emphasize appreciation and culture at a high level, but this did not consistently align with day-to-day decisions or operational realities. There appeared to be little to no standardized processes between teams, resulting in inefficiencies, miscommunication, and a reactive way of operating. The environment consistently felt chaotic due to the lack of structure, planning, and clear direction. Decisions were often made without full visibility into downstream impact, and follow-through on key initiatives felt inconsistent. I also observed ongoing turnover in leadership and employees leaving, creating a revolving door dynamic that made it difficult to maintain continuity or trust. Overall, the organization lacked the structure, consistency, and leadership stability needed to operate effectively.

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