Unfortunately, these positives shifted when a new leader based in Europe implemented sweeping changes. While other functions retained the hybrid model, the finance team was forced to adopt a 3-days-in-office policy. Instead of open communication, the change was delivered formally via a contract addendum, damaging team trust. No physical engagement efforts like town halls or in-office activities were arranged to support the transition.
The system infrastructure is severely outdated — the company still relies on a DOS-based system, which contradicts its branding as a tech-driven organization. Knowledge retention is poor due to high turnover and lack of handover, leaving new staff struggling. System issues significantly impact task completion and raise serious SOX compliance concerns, yet management seems indifferent.
Though the salary appears attractive, it becomes a burden when one staff must manage full sets of accounts for 3–4 entities with unresolved backlogs and no proper onboarding. Despite high workload, no additional headcount is allowed, and employees often work until 2 a.m. during closing periods. Issues raised to the regional leader were ignored; instead, more KPIs were introduced, pressure was increased, and outsourcing support was cut. This resulted in mass resignations — a cycle likely to repeat under the current leadership.
