Management consistently prioritized the cheapest option, even when it compromised long‑term stability. Disaster recovery exercises routinely ran 48 hours straight over three‑day holiday weekends, occurring four to five times a year. Compensation lagged behind market rates, and the culture made it clear that if you weren’t a banker, your contributions carried less weight. Employees were expected to stay connected during PTO because calls were inevitable, and the work environment included windowless spaces.
Strict face‑time expectations were enforced — if you weren’t at your desk exactly at 8 or still there at 5, it was noticed and addressed. Fifty‑hour workweeks were the norm. Socializing outside your department required caution, as senior leaders paid close attention and often involved themselves unnecessarily. Despite applying for roles outside my area multiple times over three years, I was repeatedly told I was “too valuable where I was,” which limited growth and mobility. The business leaders you supported frequently treated you as an afterthought rather than a partner. 401k match is low, investment options in the plan are terrible and healthcare options were terrible compared to other companies.
