Poor Pay Increases
Little Accountability (Three heads of UK within a year, no personal interaction)
Poor Brand Recognition (compared to former UK brands Taylor Young and Nightingale)
Awful Website and very Centralised Canadian Marketing Team which doesn't understand the UK market and brand presence of competitors
Very Few Opportunities to Integrate as One Team
Slowly Dying Operation (Closed Liverpool Office, Mothballing Manchester Operations, Work Winners Gone to Competitors, Office Lead left, No Creative Vision)
Colleagues had 'promotions' without increases in pay!
Large overheads compared to fee earning staff (an inefficient corporate beast)
A Canadian Finance-Led operation which is short term (fill your timesheet now with next week/month/year's earnings), leading to project overruns
Antiquated IT systems, which replaced efficient UK systems in use by previous operations
High utilisation rates discourage work-winning/finding next year's projects
Poor office morale and high staff turnover
Large numbers of staff hanging on waiting for redundancy
Staff survey results so bad they aren't published
Focus on future technology as core brand, which confuses architecture/landscape/design clients, who don't know who IBI are (remember we're competing with ARUP, MottMac, WYG, WSP, AECOM - who are still international but tell a great UK multi-disciplinary story)
High charge rates meaning short-term shareholder gain but Directors can't win work
Disinterested colleagues who seem to be waiting for redundancy
Dwindling experience for bids (very little relevant staff experience and ageing UK project examples) - poor in comparison to competitors
