Experian reviews

Poor Strategic Direction from Leadership Senior leadership struggles with priority management. Everything is labeled "Priority 1," which effectively means nothing is truly prioritized. This creates constant firefighting and prevents teams from delivering quality work on any single initiative. Constant Project Pivoting Perhaps the most damaging pattern: leadership constantly pivots from one big project to another without allowing teams to properly complete, stabilize, or learn from previous initiatives. Engineers invest months building something, only to have priorities suddenly shift to the next "transformational" project. This creates a graveyard of half-finished work, technical debt, and demoralized teams who know their current effort will likely be abandoned before completion. It's completely unsustainable and wastes enormous amounts of talent and resources. Toxic Culture and Low Morale The workplace culture has deteriorated significantly. A telling sign: multiple colleagues openly admitted they're simply waiting for redundancy packages rather than seeking new roles elsewhere. When your staff are hoping to be made redundant, that speaks volumes about the work environment and their faith in the organization's future. Title Inflation Masking Competency Issues There's rampant grade and title inflation being used to retain or placate underperforming engineers. I've seen "Distinguished Engineer" and similar senior titles handed out to individuals who frankly don't demonstrate the technical leadership or expertise these titles traditionally represent. This devalues the contributions of genuinely exceptional engineers and creates confusion about who actually has the expertise to guide critical decisions. Unsustainable Performance Expectations Leadership appears to have mistaken the UK engineering team's exceptional ability to deliver under pressure for a sustainable operating model. Because the team consistently succeeds despite impossible timelines and competing priorities, there's no incentive for management to change their approach. The result is a pattern of relentless pressure that leads to high attrition as talented engineers burn out and leave. What looks like success in the short term is actually consuming the organization's most valuable asset—its skilled workforce. Impact of Offshoring on Quality Significant portions of the engineering team have been moved to Hyderabad. While I respect the colleagues there, the transition has been poorly managed. The resulting quality decline has been substantial and has reached a point where I have genuine concerns about data integrity. I would encourage customers to regularly verify their information and understand their data rights. Unsustainable Team Structure The organization increasingly relies on a small, shrinking group of UK-based engineers who understand the legacy systems. There's no clear succession planning or knowledge transfer strategy. This creates serious business continuity risks and puts enormous pressure on remaining staff. Day-to-Day Reality Typical days involve juggling multiple "critical" priorities with unclear direction, responding to production issues stemming from rushed deployments, and watching colleagues become increasingly disengaged. Meetings are frequent but rarely result in clear decisions or follow-through. There's a constant tension between what leadership says matters (quality, employee wellbeing, technical excellence) and what actually gets rewarded (shipping fast regardless of consequences, saying yes to everything, working unsustainable hours). The disconnect between stated values and actual priorities is demoralizing.