Pros
Pay and some of the hard working guys.
Kontras
Oh man.... so much of a good ole boy’s club! If you haven’t been there for 20+ years, good luck to you. Some of the departments have pockets of really great people, but most of the tenured staff are unwelcoming, close minded and even rude to the newer and younger team. Lay-offs will always hit the newer team members even if the good ole boys are lazy.
Pros
The people here are amazing! Teams genuinely care about doing the right thing for customers and for each other. Leadership is approachable, and there’s a strong emphasis on safety, teamwork, and continuous improvement. I’ve had opportunities to grow, take on new challenges, and contribute ideas that actually get implemented. We are committed to growth and efficiency. I can't wait to see what the future holds for Carter Machinery!
Kontras
Like any fast growing company, processes can take time to continue to evolve, and change can be challenging at times—but leadership is dedicated to making the right decisions and they are always open to feedback and improvement.
Pros
Strong brand recognition, talented coworkers across many departments, and opportunities to work on large-scale campaigns and partnerships. There are good people throughout the organization who genuinely care about customers and the company’s legacy. The scale of the business also gives teams access to interesting projects and recognizable brands.
Kontras
There was often a disconnect between leadership expectations and the realities of modern marketing and creative work. Strategy frequently shifted based on stakeholder pressure rather than channel performance or audience behavior, making it difficult to build long-term momentum. Work-life balance could also be inconsistent. Non-urgent requests regularly became after-hours priorities, and expectations around flexibility and in-office attendance evolved over time compared to what had originally been discussed during hiring. In some cases, concerns around marketing practices, platform strategy, or compliance-related risks did not feel like they were taken seriously enough when raised internally. This created an environment where employees could feel pressured to prioritize speed and stakeholder satisfaction over thoughtful execution, including situations involving copyright usage, sweepstakes processes, and other avoidable reputational risks. Turnover appeared to continue increasing, while concerns around management practices often did not seem to result in meaningful organizational changes. There were also situations that, from my perspective, reflected poorly on how some employees were treated during periods of transition or separation from the company. While the Carter culture as presented externally is strong, my experience was that certain management behaviors made it difficult to consistently foster collaboration, role clarity, and long-term team trust. In practice, relationship management and alignment with leadership personalities sometimes appeared to carry more weight than clearly defined responsibilities or measurable performance.