DISA was not at all what I expected it
My experience is from 2012 to November 26th, 2025. DISA was not at all what I expected it to be. My journey began when I worked for a small company called CSS, LLC, which later became CSS, Inc. From there…we started to transition to GHRR. The owner, Michael Chalenski, assured employees that he was not selling the company and would remain involved. Instead, he quietly exited while the company was being acquired by GHRR, which eventually transitioned into DISA.
At one point, I left the company for approximately three months before being recruited back by Human Resources. I returned under the understanding that I would be “grandfathered in,” meaning my tenure, PTO accrual, and pay would continue as though I had never left. Unfortunately, I made the mistake of not saving that agreement in writing. Our computers crashed and a lot of documents were lost.I was told my salary would remain unchanged initially, without an immediate raise, but as I transitioned into different departments, I eventually received yearly increases in compensation, which were not very high at all.
When DISA acquired GHRR, they also transitioned payroll and employee management systems to Workday. That was when I discovered that my PTO balance reflected that of a brand-new employee rather than someone with over 12 years of service. HR later claimed there was no written documentation proving I had been grandfathered in. While they eventually added a few additional PTO days, it only reinforced my belief that they knew my concerns were legitimate. If they truly believed I was a new employee, there would have been no reason to adjust anything at all. The entire situation felt deeply unfair, especially because I would never have returned had I known my years of service would effectively be erased.
Initially, the managers I worked under after returning were excellent, supportive people. However, as the organization restructured, both they and I were moved into different positions. Eventually, I was placed under a manager named Talya, and my experience changed significantly. I found her communication style to be dismissive, condescending, and belittling. Whether intentional or not, her approach created an uncomfortable work environment. I eventually addressed this directly and respectfully, asking if she could communicate in a more constructive and considerate manner. Unfortunately, my concerns were largely dismissed and ignored. After that conversation, we rarely spoke again.
Ultimately, I was fortunate enough to secure a far better opportunity elsewhere, and leaving was one of the best decisions I have ever made. God opened that door for me and I fully trusted him. While I felt deeply for the coworkers I was leaving behind, it was finally time for me to move forward. What was particularly disappointing was that throughout my departure process, Talya never once acknowledged my resignation or wished me well. That silence alone spoke volumes about the culture and leadership I had experienced.
Even before I left, I had already begun to see DISA for what it truly was. Employees within our New Jersey group were steadily being pushed out, whether through layoffs or what appeared to be unfair terminations. From my perspective, the company prioritizes profits and corporate interests over the well-being of its employees. Too often, workers are treated as expendable numbers rather than valued individuals.
Of course, everyone is free to form their own opinion and make their own decisions about working with or supporting the company. However, based on my personal experience, I would caution both prospective employees and organizations considering their services to proceed carefully. While there are certainly individuals within the organization who may be satisfied with the current structure—particularly those in higher-ranking positions—it is often the employees at the lower levels who bear the greatest burden of these decisions. Note: HR is not there for the people just for the company.