I worked at Nimlok Company full-time (More than 3 years)
They make some of the best modular exhibit products in the industry. Products have excellent fit and finish. The pace of work in the design department is fast, leading to many design ideas being fabricated in matter of weeks. "Fast" means that project designs are expected to be completed in matter of hours or a working day.
The accelerated work pace does not generate many new ideas for new products or services for Nimlok clients. The scope of work for many projects is directed to re-purpose designs which are not inclusive of new ideas. Design work can become very stagnant in the sense that I felt like I was being very repetitive with the design of the stand. Stands and products were almost always purchased exclusively on price, rather than an upsell inspiring design.
Advice to Management
Understand why clients come to Nimlok for business.
Our team helped clients which had expectations which did not fit into the Nimlok manufacturing system, literally and figuratively. Great tension was created, rather than coalesced about how to meet client expectations.
Learn to upsell on good design rater than selling exclusively on meeting the client's cost structure.
I worked at Nimlok Company (More than a year)
they had a nice office
If you didn't grow up with most of the people in the office, than you were an outsider, and consequently, the first to go when sales didn't come anywhere close to budgeted figures.
Too small of a company with little or no growth potential.
Advice to Management
Hire people who are qualified and good at what they do and do not let whether or not they were part of the office clique have any bearing whatsoever on their performance
I have been working at Nimlok Company full-time
People are great. Work is interesting.
Hard to change status quo, even if its for improvement.
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The owner and principal of the company is a great person. He is honest, visionary, fair and not afraid to open his wallet to make improvements, also not only willing, but yearning to transition the company into a top of the line leader of the trade show manufactures industry.
The biggest downside that comes to mind and at the root of many problems, in my opinion, is the owner's sense of loyalty regarding some of the employees who started with him during the early stages. This should really be a positive point. However, some of these managers are holding the company back from its true potential because of their insecurities, lack of vision and fear of the 'real world,' sort of speak. They keep resisting much needed change and unwittingly hold progress hostage. I experience too many instances where real solutions to problems were presented or introduced, but the culture's resistance resulted in the company loosing money, trust and image equity over the same recurring problems. Any outsider who can embody success, or help to inject new life will be put through the "nimlokolization-ritual." It is almost like a mafia. At the end of the process the outsider is either forced out, neutralized or will have to adopt the status-quo. Some of these people don't necessarily have to be let go, they just need to be moved out of the way.
Advice to Management
The best advice I can sum up for senior management is to understand that there are no shortcuts; no matter how long you have been leading your people. Character makes trust possible, and trust is earned not given. Nor does it come with a tittle...the tittle buys you a little bit of time as the spotlight is shining on you. Not only is it necessary to make sound decisions, but you also have to admit your own mistakes. Trust will continue to grow and develop when you put what's best for your followers and the organization ahead of your own agenda and alliances. So, focus on trust at all levels to build a solid ground from which the plan of action can truly take flight.
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