What is the company culture at Hunter Design?

If you enjoy the thrill of corporate survival games, this is the place for you. Salaries are technically ok. And you’ll get to meet some genuinely brilliant people - right before they vanish.

The two remaining ‘leaders’ - confusing micromanagement with leadership. Their behaviour reads as insecure, reactive, and controlling. The culture is now defined by fear, instability, and dysfunction. Bullying, intimidation, and racial bias have gone unchecked. Favoritism shapes decisions more than merit. Hires and firings happen arbitrarily, often without explanation. The leadership team is absent in vision and erratic in communication. Good people are leaving - or being pushed out - and the vacuum is filled by transient freelancers or questionable hires. The decline is accelerating. Since appointing a certain executive, the company has undergone two rounds of layoffs and financial contraction (see Companies House). Morale is at an all-time low. How much more damage needs to be done before the founder acknowledges what everyone else already knows? How many exits will it take before he stops applauding the arsonist?

If you enjoy the thrill of corporate survival games, this is the place for you. Salaries are technically ok. And you’ll get to meet some genuinely brilliant people - right before they vanish.

The two remaining ‘leaders’ - confusing micromanagement with leadership. Their behaviour reads as insecure, reactive, and controlling. The culture is now defined by fear, instability, and dysfunction. Bullying, intimidation, and racial bias have gone unchecked. Favoritism shapes decisions more than merit. Hires and firings happen arbitrarily, often without explanation. The leadership team is absent in vision and erratic in communication. Good people are leaving - or being pushed out - and the vacuum is filled by transient freelancers or questionable hires. The decline is accelerating. Since appointing a certain executive, the company has undergone two rounds of layoffs and financial contraction (see Companies House). Morale is at an all-time low. How much more damage needs to be done before the founder acknowledges what everyone else already knows? How many exits will it take before he stops applauding the arsonist?

If you enjoy the thrill of corporate survival games, this is the place for you. Salaries are technically ok. And you’ll get to meet some genuinely brilliant people - right before they vanish.

The two remaining ‘leaders’ - confusing micromanagement with leadership. Their behaviour reads as insecure, reactive, and controlling. The culture is now defined by fear, instability, and dysfunction. Bullying, intimidation, and racial bias have gone unchecked. Favoritism shapes decisions more than merit. Hires and firings happen arbitrarily, often without explanation. The leadership team is absent in vision and erratic in communication. Good people are leaving - or being pushed out - and the vacuum is filled by transient freelancers or questionable hires. The decline is accelerating. Since appointing a certain executive, the company has undergone two rounds of layoffs and financial contraction (see Companies House). Morale is at an all-time low. How much more damage needs to be done before the founder acknowledges what everyone else already knows? How many exits will it take before he stops applauding the arsonist?