Leaving the dream, bro: opiniones de empleados con el puesto de Anonymous Employee en CreateFuture

Thank you for taking the time to share this review. I’m sorry this was your experience of CreateFuture. When someone feels this disconnected from the business, it matters and as CEO I take responsibility for understanding where that comes from. You’ve raised concerns about leadership, progression, pay, certifications, transparency and workload. I want to bring clarity to each of these for anyone reading. Leadership and past hiring decisions We’ve grown incredibly quickly over the last few years, and with that comes different phases of leadership. I’ve been open internally that I haven’t always got every senior hire right, and we’ve learned from those moments. Our hiring process today is far more rigorous, and our most recent senior hires have been strong additions - aligned with our values, highly capable, and helping the business mature in the right way. Progression and senior career paths Senior careers don’t “stop” at CreateFuture. In the last nine months we’ve promoted or pay-adjusted more than 100 people across every level of the organisation. Progression at senior levels requires a blend of delivery leadership, technical depth, client accountability and contribution to capability — and we’re continuing to make those expectations clearer and more consistent. If your own progression felt stalled, I completely understand why that would feel frustrating. Pay and inflationary increases We postponed the inflationary rise earlier in the year and were open about the financial conditions required to reinstate it. Even though we didn’t hit the target, we still delivered a company-wide bonus and continued with individual pay reviews. We benchmark compensation regularly against the mid-market consulting sector, and we continue to compare very well for our size and model. Expectations aren’t rising without investment or support behind them. Certifications and capability building Our certification programme isn’t a compliance gate — it’s part of our investment in capability. Areas like AI, engineering excellence and emerging tools are critical to our work, and we provide training and resources to support people through this. It’s about enabling growth, not penalising anyone. Transparency and All Hands engagement Transparency remains a core part of how we operate. We share financials, strategy progress, pipeline, eNPS insights and performance openly. The change to live comments in All Hands was purely technical — once we reached a certain scale, Google Meet stopped displaying comments to presenters — not an attempt to avoid questions. Feedback continues to come through many channels: pulse surveys, forums, retros, leadership drop-ins and direct conversations. Capability expectations and pace of promotion We set high standards at every level. Progression isn’t based on speed alone — it’s based on delivery performance, engineering fundamentals, and client impact. We’ve invested heavily in training, mentoring and coaching to support people at all stages of their careers. Workload and balance Consulting can be demanding at times, but no one should feel consistently stretched beyond what’s sustainable. When workload becomes unbalanced, we expect it to be surfaced so it can be addressed. We’ve strengthened the management layer significantly in recent months and increased leadership support to help improve this further. I’m sorry that this is how CreateFuture landed for you, and I appreciate you taking the time to share your experience. It’s important for us to hear where things haven’t worked for individuals — and we will continue investing in our people, our leadership, and the clarity and support we provide across the organisation. Euan, CEO