Pros
Manufacturing now in-house: Bringing manufacturing in-house with the new Nashville plant is a huge win—faster lead times, better control, and stronger quality. Bob Gonzalez, the GM, runs a tight, professional operation. He’s highly respected and sets a great tone for the team. Huge ownership mindset: You’re empowered to take full responsibility While no micromanagement, you will have eyes on your quality of work. Leadership encourages experimentation as the company hones SOPs and best practices, so you’re directly shaping how things get done. Comfortable with ambiguity: If you’re okay with some of the “grey” and evolving processes, this is a great fit. As the business grows, frameworks are emerging, but you need to stay adaptable. Vocal, active CEO & monthly town halls: The CEO leads with transparency - monthly town halls share company financials, strategic initiatives, and open Q&A. It really makes you feel in the loop. Dynamic process refinement: You’ll see teams continuously tweaking workflows, refining tools, and standardizing operations as the company scales. Strong peer support: Many managers are excellent, dedicated and supportive, helping team members own projects and grow.
Kontras
Inconsistent management quality: CEO leadership is strong at the top, but some middle managers, especially in certain teams like Rogers, lack the communication skills to properly develop their teams. Coaching and accountability need to improve in those areas. Changing processes can be frustrating: Because the company is still standardizing best practices, SOPs can shift quickly. If you're not flexible or can't adapt to change, you'll struggle here. Minimal hand-holding: Berkley expects a high level of autonomy. There’s not always a clear roadmap, especially in newer roles or departments, so you need to be proactive and resourceful. Fast pace, high expectations: This is not a place to coast. The environment moves quickly, and performance expectations are high. If you're not wired for urgency, the pace can feel overwhelming. Limited formal training: While you learn a lot on the job and from peers, formal training programs are still being built out. If you're coming from a corporate environment with lots of structure, the transition can be jarring. Communication gaps between departments: As the company scales, alignment between teams (operations, accounting, sales, etc.) isn't always tight. There’s active effort to improve this, but silos still exist.