Pluspunten
Remote work, decent pay, solid benefits, Talented individuals. If you're lucky, you'll have an amazing partner.
Minpunten
Where to begin... Rosewood lacks a creative identity as a creative agency. What does Rosewood actually stand for, and what does the agency do to stand out besides making something (usually) on the cheap? These are two consistent, burning questions about this place. The problem of creative identity splinters into myriad others, but primarily, and most glaringly, one quickly notices a near complete lack of creative cohesion among leadership channels and brand partners. The amount of kickoffs in which the CEO and ECD seem to be on totally different pages is astounding. Under unnecessarily tight deadlines, this leaves the rest of the teams to fend for themselves and figure it out as they go. Combine that with multiple exploitative workflows at once, consistent over-scoping, under budgeting, and poor client management and you get consistent creative burnout. The a la carte, restaurant style, heat-it-back-up model of business must go. Rosewood takes it's exceptional talent pool and turns them into advertising line cooks. This is not how a company should use the talent it has on hand. There will be occasional opportunities to make something legitimately cool, with incredible talent attached. But, it's hard to express how undervalued and straight up exhausted the creatives, producers, and anyone below the executive/partner line are (in spite of the decent hours). No matter how "cool" the project, talent, or client is, your employees must feel valued heading into and throughout the duration of that project. Good leaders ride with their teams. Rosewood's leaders prefer lip service and window dressing rather than actually proving they value their team. What Rosewood's lack of creative identity boils down to is a problem of leadership. The CEO has to remove his ego from every pot he sticks his fingers in. Easier said than done because the pots are many. He moonlights as head of creative, lead strategist, and brand manager all at once. This is a cost-effective solution but not a growth or team oriented one. It begs the question, "Who is steering the ship?" Who is defining our agency's identity? Not our CEO. Not our ECD because they are incapable of pushing the CEO to make impactful changes. No one is steering the ship anywhere. Rarely, if ever, have I felt secure. I would avoid Rosewood if you can, or, if you must, use Rosewood as a stepping stone to something much better.