Working here, particularly within the North American division, reveals a deep-seated culture of exclusion and operational negligence. The acquisition strategy is purely financial with no regard for the human or technical capital involved. Integration is treated as a mandate rather than a process; for example, the forced SAP migration for legacy Immucor was handled with zero tactical foresight, resulting in catastrophic shipping failures and payment issues that directly harmed customer relationships.
More concerning is the North American Executive Leadership Team (ELT), which operates as a closed loop. There is a palpable bias against women with independent perspectives. This was most evident during the recent restructuring, where a significant number of women were pushed out under the guise of "alignment," only for their roles to be slightly reframed and filled by men. Furthermore, the Human Resources department functions solely as a personal shield for the ELT rather than an objective body for employee protection. HR is entirely aligned with leadership interests, making it a hostile environment for reporting genuine concerns. There is no psychological or physical safety net here; when crises occur, the company’s priority is protecting the "feelings" of leadership and the corporate image rather than supporting the victim or the employee. They will find ways to shift blame onto the individual to avoid accountability. This is a "Bedford-first" culture that treats all other technology centers and remote employees as secondary.
