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One day, I fell into a meditation.
In the scene from the meditation, there was a boss and a vice president.
One senior employee; everyone else was new.
The senior employee also left during the month after I joined (he had revealed the secret: more than 40 people had left within two years).
Just like the negative reviews online, it started with promises of grand prospects, followed by endless repetition.
The company is in New York. There will be a flagship store at the end of the year, and there is a tea technology team.
They endlessly claim to be an innovative company and have spent a lot of money solving problems related to tea leaves.
The shape is like a white lantern.
Although it is a tea company, during my two months there I saw only one type of black tea leaf.
Tea formulas were often developed, and everyone had to bring their own tea leaves.
At first, I also participated in herbal plant research because I was interested in the brand design.
There was zero training. All knowledge had to be Googled online.
The scariest thing was that the vice president would watch what you were doing from behind.
The vice president was in charge of machinery. To him, our data collection and formula development looked like slacking off online, drinking afternoon tea, and chatting.
In the end, because of language barriers, you were also expected to find relevant machinery information.
There were a lot of tasks at hand that had to be reported to the boss. The boss would tell you not to pay attention to him, but later scold you for not properly wrapping things up.
The key point is that there was absolutely no training, yet you were expected to have procedures in place.
Afterward, they said that talking about these things was merely trying to fix problems after the damage was done, and then shifted the blame onto the staff.
The pay was quite generous, though. If you only want the salary, newcomers shouldn’t ask for less than 40,000—you’re worth it.
I suddenly woke up from the meditation. Two months had passed.