Company is good, management is toxic - Software Engineer Kantar Employee Review

2.0
Jan 13, 2024
Recommend
CEO approval
Business Outlook

Pros

- Nice office in Porto Matosinhos - Good starting salary - Nice projects to implement with interesting technologies and challenges

Cons

- Toxic management that spreads a toxic work environment between co-workers - Promotions based on fake visibility and personal friendships instead of real value and effort - The above point creates a toxic competitive environment where some people influenced by this, are more willing to let others sink instead of collaborating and actually delivering value to Kantar - As you can imagine Kantar does not benefit at all from this, because people are competing and showing-off instead of delivering - Only managers and seniors have bonuses - Daily mandatory sync calls at the end of the day usually to talk about mostly nothing (that time could be used to actually work and then switch off, but no, we have to sit there and listen and lose half an hour of work and even more sometimes) - Strict mandatory 2 days per week at the office. If you can’t make it, you have to provide a plausible reason to your manager (and the managers will decide if it is plausible or not)

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Kantar Response
2y
Thank you for your feedback. We would value further feedback on your comments in confidence via your HR rep.

Explore other reviews about Kantar

5.0
Jul 7, 2026
Recommend
CEO approval
Business Outlook

Pros

Nice company to work for

Cons

Pay could be better for this role

2.0
Jul 18, 2026
Recommend
CEO approval
Business Outlook

Pros

Kantar has talented employees, well-known clients, and strong research capabilities. I had the opportunity to work with knowledgeable colleagues, contribute to major accounts, support internal initiatives, promote the brand, and share expertise across teams. There are many people inside the company who genuinely care about the work and try to help others succeed.

Cons

My experience was ultimately overshadowed by what appeared to be deep favoritism, inconsistent leadership decisions, and a serious lack of transparency. Employees with decades of experience, strong performance records, valuable client relationships, and critical institutional knowledge were laid off in the name of profitability. At the same time, the company continued hiring new people into the same or very similar positions. This makes the claim of role elimination or cost reduction difficult to take seriously. It was particularly disturbing to see highly experienced employees removed, only for the business to spend money recruiting and training replacements to perform work that clearly still existed. In some cases, former employees or people with close relationships to leaders appeared to be brought back, promoted, or placed into stronger positions. This created a clear impression that personal relationships and internal connections could matter more than performance, loyalty, expertise, or contribution. Strong performers who consistently volunteered for initiatives, promoted Kantar’s brand and tools, shared knowledge, supported important client work, and went beyond their job descriptions were still treated as expendable. Remote employees and people from diverse backgrounds also appeared to be disproportionately affected. The overall message to employees was damaging: performance may not protect you, loyalty may not matter, and institutional knowledge can be discarded while leadership continues hiring elsewhere. This destroys trust, weakens morale, and sends the wrong signal to employees who are still expected to give their best.

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