While the Onboarding department was initially one of the strongest and most high-performing areas of the business — consistently breaking volume and quality records — this changed after a major leadership and structural reorganisation.
Following this change, key incentives were reduced or removed, workflows were restructured without sufficient planning, and operational pipelines became increasingly congested. This had a noticeable impact on team morale and engagement, as well as on overall performance.
The downstream effects were also felt by Sales and, ultimately, by clients, as onboarding times increased and service levels became harder to maintain. What had been a highly motivated, high-performing team gradually lost momentum due to these leadership and organisational decisions.