Where to begin? In my experience, the working environment suffered from a culture of blame, exclusion, and poor interpersonal behaviour. Concerns about bullying and unprofessional conduct were often raised informally among staff, with very little sense that leadership recognised or addressed them.
The senior leadership style felt disconnected and dismissive, and decision-making frequently came across as arrogant rather than informed. This filtered down into the broader culture: teams working in fear of being blamed rather than feeling supported.
Operationally, the organisation is weighed down by layers of outdated or poorly integrated systems. After the reorganisation of the US arm, global IT performance deteriorated noticeably, making already-complex processes even more difficult.
What troubled me most was the lack of genuine focus on client impact or compliance. There was a lot of polished messaging and branding, but far less evidence of meaningful follow-through in practice.
For anyone considering joining: look very carefully at the specific team and manager. There are pockets of committed people, but the overall culture, in my view, requires significant reform to be a healthy, supportive place to work.
