Leadership and management are the core issues at this company. The marketing team is consistently evaluated based on hourly cost rather than outcomes or impact, which creates a toxic and short-sighted environment. Over the past 5 years, the marketing organization has gone through seven different leaders, reflecting a serious lack of trust and strategic support from leadership.
There is effectively no onboarding or structured support. Expectations are unclear, and the culture often involves being reprimanded for factors outside the team’s control. Leadership frequently micromanages, and feedback or guidance provided in 1:1 meetings is later contradicted publicly or in group settings even when prior discussions were documented.
Decision-making at the executive level feels disconnected from day-to-day realities, particularly within the aviation industry, and there is little alignment between stated priorities and actual behavior. Communication is inconsistent, and accountability is rarely applied upward.
Additionally, the company has engaged in practices that raised serious legal and compliance concerns. When these were flagged, the response from leadership was dismissive rather than corrective, signaling a troubling lack of governance and risk awareness.
Overall, this is an organization with deep leadership, cultural, and operational problems that make it a difficult environment for professionals who value structure, accountability, and ethical decision-making.
STAY AWAY - Don't believe what they tell you in the interview process, they will say one things then do another. BEWARE and STAY FAR AWAY.
The company is digitally behind weaker aviation marketplaces, yet leadership insists it is the industry leader. This belief is reinforced by misleading internal metrics rather than objective market benchmarks, resulting in a dangerous level of overconfidence and stagnation.
