Neve Jewels - Operations Assistant Neve Jewels Group Employee Review

Incredible entrepreneurial spirit and speed to market – the company has scaled across global markets with limited infrastructure and exceptional determination. Brilliant colleagues who are passionate, adaptable, and willing to roll up their sleeves. Exciting categories in jewellery and personalised retail experiences, with strong brands (Diamonds Factory, Austen & Blake, Sacet) that resonate with customers. Ongoing investment in digital, retail, product, and brand – new showrooms, websites, and customer touchpoints are being developed. A unique opportunity to shape the future of a growing, digitally-led, omnichannel business.

Rapid growth has exposed foundational gaps – onboarding, training, systems, and reporting are catching up. Some legacy operational processes and global structures need modernising and localising to scale effectively. There’s work to do in aligning teams across regions and time zones, especially between UK/ROW and India-based functions. Technology and data infrastructure still maturing – plenty of potential, but not yet fully joined up. We are not yet best-in-class in any one area – which is both a challenge and an opportunity.

• The local ANZ team is collaborative, supportive, and genuinely great to work with. • Exposure to different functions if you’re comfortable taking on additional tasks.

• HR leadership is underqualified and relies heavily on junior staff or direct reports to drive outcomes without giving them decision-making authority. • Key processes are broken: contracts for internal staff regularly take 6+ months to draft. • No bonus structures in place for retail leaders, despite repeated promises that these were “coming soon.” • Mental health is not taken seriously. Engagement initiatives are surface-level; “smile and wave” without addressing root causes of burnout or stress. • Local HR policies are drafted offshore (Mumbai) — often using AI tools like ChatGPT, without compliance checks or review against Australian employment law. • Advice and evidence-based recommendations from ANZ are often dismissed or delayed, with decisions coming too late to resolve issues, leaving staff disengaged. • Cultural misalignment between UK, Mumbai, and ANZ teams is never addressed. ANZ staff initiatives to close gaps are overlooked; there is little effort from global counterparts to align + you'll find yourself engaged in regular 6pm onward meetings or 7am... killing any sense of a work life balance due to the time zone difference with leadership based in UK/Mumbai. • A culture of “yes people” is encouraged, while those who raise concerns with solutions presented face pushback. This limits innovation, accountability, and trust. • Executives do not take accountability for mistakes, instead deflecting responsibility downwards. • There is little to no HR support locally for TA staff, leaving individuals to manage major responsibilities without guidance/mentorship or support. • Staff are often left to absorb additional responsibilities to keep operations afloat, but recognition or credit is minimal, outcomes are absorbed into HR leadership’s wins.