Revel Reviews

Thanks for your feedback. Really appreciate you sharing your experience with Revel. We're always seeking opportunities to improve and/or reinforce behaviors that result in a positive experience. Boundaries: Keep pushing them! This is what we love most. Leadership/Management should always carve out time to invest in growth (hard stop). They find joy in seeing others thrive. And create environments that nurture a growth mindset. Pushing boundaries with a well thought out plan makes it hard for people to say NO. Stick to creating lean business cases (READY), engage the right people (SET), then start executing/testing (GO). Acquisition: You're right on here. The process itself takes a lot from the leadership/management team. And that probably consumed (took) energy from our communication and engagement rhythm with associates and etc. We were warned this might happen. And it did. We quickly recovered from it in Q1 with the help of people services who own various spaces that give associates visibility into where we are on our vision of being a human-centered digital platform and software engineering company. These spaces include Q&A and etc. Management Attrition: Yes. This was an issue for a period time. Once we got our footing w/r/t a 3 to 5 year plan and etc. it made it easier for the leadership/management team to understand their purpose and how it aligns to the broader vision. Since then leadership and management retention has been great. We have spaces in place to continue this conversation and will have a continuous improvement mindset. Thanks again for your time with Revel. Your perspective and feedback is helpful. Vikas K.

Thanks for taking the time to provide feedback. Revel leadership and management takes pride in the vision/strategy/operating plan that continues to deliver results for associates, clients, and broader community. Being on the management team (past or present) I encourage you to pls. take a step back and think about how much the firm has accomplished and how that was made possible? We come together, stay focused, and committed to our operating plan and associates. The latter being the most critical considering contextual awareness and empathy has never been more important. Mindfulness of backstage/environmental shifts associates are experiencing is critical to unlocking value. We recognize this and continue to retain Revelers as such. As a leadership team we come together to cover blind-spots and play to strengths. We're on a venture integration journey which comes with it's changes, differences, value creators and etc. Phase 1: Highly fragmented - large pools of experts, even though there are a wide range of capabilities and personas present. Delivery primarily focused on individual contributors getting things done for projects. PEOPLE ARE FEELING: Challenged, nervous, curious, excited Phase 2: More focused - teams organized into groups of similar capabilities and personas. Delivery is group-focused, without much cross pollination, but supported through increased communication. PEOPLE ARE FEELING: Empowered, confident, tired, defensive Phase 3: Highly integrated - capabilities and personas have been refined, tested, and integrated together. Delivery shifts into engagements, and end to end solutions to build systems that get things done. PEOPLE ARE FEELING: Unstoppable, autonomous, innovative, happy Over the next 6 months we'll be exiting phase to and going into phase 3. If still w/ the firm - pls. reach-out so we can talk through your think/feel/do and find a way to right the situation. You shouldn't have to feel this way. If you're no longer w/ the firm pls. feel free to reach-out considering you made an investment in the firm as we failed to deliver. I'd like to dig a bit further to ensure others don't have to experience this level of dissatisfaction. Thanks for contributing to my (and our) personal development journey. Vikas K.

As usual we appreciate the note and more importantly apologize that you feel this way. Whilst, we trust the underlying individual and assume positive intent in people it's critical to share facts/the other perspective with readers. Moreover (and as stated in other threads) the firm is a reflection of the whole and we have some really great leaders/managers/associates who show-up everyday to create value for their clients. communities, and each other. That's not to say we won't look into the hostility referenced in your comments. Bonuses: Our management and leadership team(s) qualify for a variable bonus. They've always been paid per achievement. Bonuses are accrued on a balance sheet and then paid accordingly. Pretty straight forward. Glassdoor Reviews: Thanks for sharing this information. And sad to see/know the above. We've seen similar comments from a few others on this platform. At that point People Services took action by reaching-out to staff (anonymously = safety) to see if this might be happening across the org. The team came back with nothing. Furthermore, we have NO internal Glassdoor campaigns. Whilst Glassdoor is ONE channel to collect sentiment and feedback, our employee experience strategy is derived from an annual employee sat assessment conducted by an agnostic 3rd party hired by our parent company. Budget and Financial Strength: We were acquired last year based on capability and financial merit. Note - this requires extensive due diligence by external/3rd parties hired by the acquiring organization. Moreover, we're probably one of few (medium sized) firms that actually goes through a certified financial audit (annually) providing our employees safety/confidence/security. This is not required and most orgs simply compile/review. Clients and Client Retention: We service some of the largest and most recognized brands. Readers (of this thread) can trust that they have a fairly detailed vetting process that includes validation of work and client references. Moreover, client/customer churn would result in poor financial performance. We have the opposite. CLV (customer lifetime value) is high...leading to a strong financial position...resulting in ongoing investments to ensure we continue delivering value to our clients and associates. We're just closing FY21Q3 (in a pandemic). Our associate retention is high. Our client retention is high. Our demand is high (we're hiring). Our financial position is strong - double digit topline and profitability growth. The entire team has exceeded expectations. Again - thanks for sharing your perspective. I felt compelled to share another perspective. Transparency is key and the management team works hard to maintain clarity and confidence. Super happy that you've find a place and job that you love. This is important in life. Wish we could've provided you this at Revel. Vikas K.

Thank you for the note and trust in our path forward. We've made some extensive investments that are creating growth opportunities. That said, growth typically comes with some friction/tension. We'll continue working through these. The first step is mindfulness. We're glad that our focus on encouraging people to stretch into new areas (or grow w/in current trajectory/focus) led to such positivity! As you know we really push and believe in the challenger mindset. Given our mission is to unlock the human creative potential in everyone. We focus on activating latent energy that exist everywhere and in everybody. Thanks for sharing and helping us reinforce these attributes. Vikas K.

Whilst you asked for no response; I wanted to thank you for feedback. We take data and perspectives from all listening channels into consideration. You spent the time sharing and I wanted to spend a few seconds recognizing that it's been heard. Wishing you all the best on your journey and sorry that you feel the way you did. Vikas K.