A Former Employee’s Reflection on Unmet Promises and Unseen Struggles at Pretoria Fields
In the wake of the foreclosure of Pretoria Fields, many voices have emerged on social media, sharing their opinions on what went wrong. Tara Fletcher, a former employee, weighs in on the issue, offering a personal perspective on the struggles that went unnoticed by the public. As someone who worked tirelessly for the brewery and its associated radio station, Fletcher shares a heartfelt account of the challenges faced by employees at Pretoria Fields, highlighting the gap between the management’s promises and the reality on the ground.
Fletcher’s story sheds light on a much deeper issue than the financial troubles that ultimately led to the foreclosure. It’s a story of hardworking individuals, dedicated to their craft, who were ultimately betrayed by poor management decisions and an unwillingness to support the very people who kept the business afloat.
The Dream Turned Nightmare
When Fletcher first joined Pretoria Fields, she was full of hope. The owner’s vision of integrating a radio station into the brewery seemed like an exciting opportunity, and she dedicated months of unpaid work to developing a budget and business plan. “I had been warned by people about certain hazards of working there but decided I would judge the owner and business based on the experience I would have with them,” Fletcher recalls.
But as she began her paid employment, it didn’t take long for her to realize that the dream she’d helped build was quickly turning into a nightmare. The work was intense, the hours were long, and the support from management was minimal. Yet, Fletcher, like so many others, continued to push forward, motivated by her love for the radio station and her belief in the brewery’s potential.
“I worked overtime, weekends, late nights,” she says. “I loved that station and Pretoria Fields. I tolerated a lot of mistreatment and unprofessional behavior because I knew the potential of that place.”
The Truth Behind Pretoria Fields’ Struggles
Fletcher expresses deep frustration with the ongoing narrative that places the blame for Pretoria Fields’ financial struggles on its employees. “I have seen multiple comments putting the blame for the failure of Pretoria on its employees,” she writes. “I have already said that while I was there, I worked my ass off, but I was not the exception. So many talented, smart, hard-working people came through that building and left because of the impossible conditions, poor ownership decisions, and the way they were treated.”
In her eyes, Pretoria’s downfall wasn’t due to a lack of effort or dedication from its staff. Rather, it stemmed from management’s failure to support its employees and make sound decisions that would ensure the long-term success of the brewery and the radio station. According to Fletcher, the employees were the lifeblood of the operation, keeping things running even as they juggled financial strain and navigated a toxic work environment.
“The employees are the only reason Pretoria lasted as long as it did,” Fletcher emphasizes. “They were juggling money, tolerating ridiculous behavior, and doing it all for the love of the brewery.”
The Unseen Employees Who Made Pretoria Fields Thrive
For Fletcher, this story is not just about Pretoria’s financial collapse. It’s about the talented and hardworking individuals who dedicated themselves to the business but were ultimately betrayed by poor leadership. “There were so many employees who deserved better,” she writes. “I feel like I should defend them.”
She expresses hope that the brewery’s future may still be bright, if someone new takes over and makes better decisions. Fletcher urges the next owner to “hire capable people, listen to their ideas, and let them do what they’re good at.” In her view, this approach would be the polar opposite of what happened under the management that led to Pretoria Fields’ collapse.
Fletcher’s reflections are a powerful reminder of the importance of treating employees with respect and ensuring that their hard work is supported by solid management and fair treatment. “I hope someone will take over the building and do good things there,” she concludes. “When they do, I hope they’ll hire capable people, listen to their ideas and let them do what they’re good at.”
