You have been contracted as an HR consultant by a U.S. LLC in Wilmington, Delaware, to solve their internal issues. This U.S. LLC is a branch of a Singaporean software solutions provider with 140 employees and $1M revenue per year. The CEO of the Singaporean headquarters wants to open new markets in the United States, gain access to new customers, diversify risk, leverage resources, and increase profits. To meet these goals, she tasked a VP to establish and take charge of the U.S. branch. Unfortunately, the newly formed U.S. branch has been facing several problems from the beginning. Employees at the call center and the sales and marketing division are disengaged and emotionally fatigued as a result of contradictory communication between the branch's leadership and the leadership at the Singaporean headquarters. The branch team members feel frustrated and undervalued as a result of conflicting feedback from their VP and management team. Messages from leadership lack consistency, especially regarding policies and practices related to human resources. There is no training for team members. Communication problems between the Singaporean headquarters and the U.S. branch are resulting in low employee morale. Overall, the standard operating procedures (SOP) followed successfully at the headquarter office