Producer - Morning Show Producer Eventique Employee Review

Incredible culture - People who work here genuinely enjoy being with each other, creating experiences, and building the company to become what they all want it to be. Benefits - 25 PTO days, additional sick days, 11 federal holidays with the office closed the day after Thanksgiving and Christmas Eve. Transparency on the finances of the company, where we want to be in X amount of years, etc. End of quarter all hands meetings give everyone transparency into how we are doing. Competitive salaries with locations to make additional compensation Growth and opportunity that you will not find at larger companies Everyone has a voice in the direction of the company, everyone is a key player.

A lot of trial and error - We try things, they don't work, we try something new. Working here is not for those who like to come into an organization that has a specific way of doing things with no opportunity to change it. We are constantly moving, changing and being better than we were last month. Not everyone can handle that culture!

Great central NYC office location Pay is competitive and benefits are fairly good

While the company has many strengths, there are areas where the employee experience could benefit from more intention and structure. Leadership communication can sometimes feel limited, with decisions made at higher levels without clear context or visibility into the "why" behind them. This lack of transparency, especially during periods of change, can lead to misalignment across teams and confusion around strategic direction. Employee development is inconsistent, largely dependent on the individual manager you report to. While some leaders actively invest in growth, others may not prioritize it, creating very different experiences across departments. Culturally, the organization has a strong group of long-tenured employees, which brings stability and institutional knowledge. However, this can also make it challenging for new employees, especially those in leadership roles, to fully integrate. It may take time to build trust and establish influence, particularly when teams are accustomed to doing things a certain way. One recurring issue is the lack of a strong operational manager on-site, someone who can lead with structure, accountability, and objectivity. The environment would benefit from leadership that is more neutral and less emotionally entangled with team dynamics. A more structured operational presence could help ensure performance is managed consistently, and that standards are upheld across the board. While ownership promotes an open-door policy in principle, in practice it’s often hard to access. Mid-level managers can act as gatekeepers, sometimes downplaying or redirecting issues to protect themselves from accountability. This creates a barrier between employees and senior leadership, making it difficult for real concerns to reach the people with the authority to address them. Open dialogue isn't always encouraged, and there can be hesitation around challenging existing ideas or voicing alternative perspectives. This impacts innovation and limits opportunities for honest feedback to surface. When it comes to change, whether it’s process, structure, or new leadership, the organization tends to be more reactive than proactive. Transitions are rarely well-supported, and onboarding (especially for leadership roles) can feel fragmented and isolated, with limited integration into the wider team. Overall, the company has meaningful potential, but it will require more operational consistency, less protection of underperformance, and a commitment to transparency and team-wide alignment to fully realize it.