Morale at Austin ISO is at its lowest point in years, and employees overwhelmingly attribute it to current SVP leadership.
The enforced 50+ daily dial strategy is widely viewed as ineffective, damaging customer relationships and reducing time for the work that actually drives revenue. A more balanced approach (~35 dials) that allows for quality conversations, account management, and issue resolution is consistently dismissed in favor of volume over effectiveness.
Current SVP leadership is seen as operating in a rigid “my way only” environment that contradicts Atlas messaging about empowering employees. Feedback from employees is largely ignored, and pressure continues to escalate even when performance targets are met.
There are also widespread concerns about fairness and consistency, with perceived preferential treatment toward managers with prior relationships to current leadership, while other teams are held to stricter standards regardless of results.
The culture has become fear-driven, with employees hesitant to speak openly due to concerns about retaliation. There is also growing concern about scrutiny of external activity such as LinkedIn/job searching, which has significantly eroded trust.
Burnout is widespread, with employees reporting serious impacts on both mental and physical health. Employees have also observed personal business activity (such as selling shoes) being conducted from the office during working hours, raising professionalism concerns.
Austin ISO has strong talent, but under current SVP leadership, that talent is being driven away rather than supported. Employees want their mental health restored and a sustainable environment where people can actually succeed.