CBmed 

GmbH

Unternehmenskultur

At the beginning of my employment, I was highly motivated to contribute to the organization and improve project delivery. I introduced structured project management approaches that helped advance several priority projects which had previously experienced significant delays. These efforts were well received by external collaborators, who expressed appreciation for the improved coordination and communication.
Based on this positive feedback and the measurable progress achieved, I expected continued support and opportunities to further strengthen project delivery within the internal organization. Instead, I experienced increasing uncertainty due to inconsistent communication, contradictory information, and a lack of transparency regarding decisions affecting my role and responsibilities. I felt that information provided by management was, at times, inconsistent and wrongful with previous discussions and commitments, making it difficult to understand the reasons behind key employment decisions. This significantly undermined trust and contributed to a progressively stressful working environment. Suffice to say, I should not have accepted this role - EVER!

Communication was often inconsistent, highly wrongful, and lacked transparency. Important decisions affecting my position were communicated verbally rather than in writing, leaving considerable uncertainty regarding employment status.
Despite repeated requests for clarification concerning my role, reporting structure, and future responsibilities, I did not receive clear or documented explanations - making long-term project coordination unnecessarily difficult.

Within my immediate project collaborations, I experienced professional cooperation and constructive interactions with many colleagues. External collaborators were generally highly engaged and appreciated structured project coordination. However, collaboration across internal departments was considerably more challenging. Organizational skills and inconsistent communication often reduced efficiency and delayed decision-making.

The workload was substantial and continuously expanded beyond the responsibilities originally discussed during recruitment. Additional responsibilities were regularly assigned without corresponding adjustments in role definition, authority, or compensation. This created increasing pressure while expectations continued to grow.

Throughout my employment, at no stage was I provided with measurable performance objectives. In my experience, significant employment decisions and related documentation appeared to be approved at the executive level without a documented investigation or a comprehensive review of the relevant facts. Overall, I experienced a lack of constructive feedback, objective performance evaluation, and consistent management practices. Rather than relying on structured performance management processes commonly expected in a professional industrial environment, important employment decisions appeared to be made without transparent criteria, procedural fairness, or adequate documentation. The Human Resources function did not provide effective support in ensuring due process, role clarity, or open communication. During my employment, I observed that many experienced employees either resigned or were required to leave the organization. From my perspective, this contributed to a gradual loss of organizational knowledge and placed increasing responsibility on less experienced staff who were still learning internal processes.

My responsibilities included coordinating multidisciplinary projects, preparing strategic presentations, organizing project timelines, facilitating collaboration among scientific and industrial partners, and supporting the progression of multiple high-priority research initiatives. These responsibilities matched my professional experience and allowed me to advance project organization and improve substantially project deliveries that were late for 6 month to one year.