Reports from the inside paint a picture - more. I pray the decision was a tough one to make but it's hard to state that fact with any certainty. Trading valuable experience (and salary) for another year to try and right the ship and survive as a company. In early 2022, SVG downsized approximately 30% of its workforce (or approximately 290 individuals) without notice. Couple these losses with investors unwilling to invest further and the result, by all accounts, was a last ditch effort to save the company. In 2021, SVG had an extremely high attrition rate with newly hired agents. C level employees began jumping ship and the cracks began to evolve into crevasses. So too did the constant communication internally about how successful the company was and how much revenue was being generated. Unfortunately, SVG had neither.Įventually, the 'best place to work' campaigns came to an end. To scale successfully, a company must have a solid foundation and senior leadership that is fully aligned strategically. SVG heavily invested in agent growth year after year despite multiple red flags and against internal department recommendations.

Then came the rapid growth and the external investors that only prioritized the bottom line. In turn, the employees were proud as well and rated the company highly because they were working to make the business successful. The company was proud of this accomplishment and proactively encouraged employees to rate the company highly. SVG was once considered a 'best place to work' in Kansas City.

Spring venture group sales advisor