During that period, I did accumulate quite a bit of experience, since I had to figure out and handle many things on my own. When problems arose, there were not many resources or systems at the organizational level to provide support. Many matters reached dead ends and became trapped in an unsolvable cycle.

In terms of interactions with clients, the approach was short-sighted and focused on immediate gains. When problems occurred, responsibility was often pushed away, making the partnership prone to friction.

The internal management culture was also rather distinctive. There were many promises and idealistic visions, but in practice, the gap was often considerable. Sometimes it made people wonder whether they were truly expected to grow or merely being asked to keep giving more.

Those who worked hard often took on more responsibility, but the reward system lacked clarity and stability. Some policies and standards could be “adjusted very promptly” at critical moments, which inevitably led to disappointment.

In such an environment, staying for a long time did not necessarily mean that someone had the best work performance. Instead, interpersonal skills and rhetorical tactics seemed to be the key to staying.

The toilet has a bidet seat, which is pretty nice, but everyone has to take turns cleaning it. The office environment is fairly good, but the seating is cramped and the desks are very close to one another.