Intuit reviews

Imagine a large, commercial airplane stuffed full with policy, procedures, changes, and ever-evolving new product lines you need to push (when the expertise you were hired for couldn't be farther from a Sales position) was dropped on you from the sky. Your job is to catch all that paper before it hits the ground, read, absorb, and utilize it all while talking to customers and solving their problem--often while also reading and interpreting a complex tax law. Other than the initial training (for which they only allocate 1/2 the needed time to complete unless you play videos at double speed), they rarely provide training time to read (much less learn) all the new information they throw at us every single day. It is not possible to learn all the crap they constantly throw at us without working off the clock. We are also required to beg customers for surveys--Not enough surveys, no bonus. Survey less than rating of 8 sends you into negative rating and you lose 10 of your 10 star ratings. Not enough 10 star ratings--lose bonus. Tax experts spend 75+% of call time dealing with customers' computer problems--problems they did not train us for, or even hint at this expectation in the job interview. Compensation is very low for the expertise required (and nowhere near what a private practice accountant would charge). When you factor in the wage theft going on, the compensation drops below the stated wage rate. Hourly employees are to be paid for ALL hours worked--not just the hours you fantasize you'd like it to take to do the job while simultaneously training and juggling all the new crap you continuously fling.

PIP Factory. Starting in 2023, Intuit implemented a forced stack-ranking system where managers are required to rate a set percentage of employees as "Does Not Meet Expectations" (DNME). It began at 7%, increased to 8% in 2024, and is now 10% in 2025 — alongside the rollout of a new midyear review cycle, seemingly designed to accelerate exits. The disturbing part? These quotas are mandatory, regardless of team performance. You could receive an "Exceeds Expectations" rating at year-end (even get promoted), then be hit with a DNME at midyear simply because someone has to be slotted into the bottom 10%. No exceptions. Being placed in the DNME bucket triggers a Performance Improvement Plan (PIP) — but don’t expect specific goals or coaching. Instead, it's vague directives like “Do more” or “Be more innovative,” with no measurable targets. It’s not a plan to help you improve — it’s a paper trail to justify your exit. Let’s be real: even Stevie Wonder could see what’s going on here. After your PIP... you'll be put on a “performance plan” (2–6 weeks, usually short) and then separated — with no severance. Many are let go just before a large RSU vesting date. Timing is not a coincidence. Buzzword Overload. “Velocity,” “builder culture,” “transformation journey” (lmao) — all Intuit-isms meant to distract from the toxic reality: more work with fewer engineers, because those engineers were pushed out to meet stack rank quotas. Unrealistic expectations. Leadership demands “Velocity” above all else — but quality and sustainability are afterthoughts. It’s all about getting features out the door. “We’ll fix it later” is the unofficial motto. Politics > Performance. Delivering real results — like making systems faster or more efficient — means nothing unless you package it in a flashy deck, assign it a catchy codename, give it a GED-style gallery walk, and make a “capability map” like it’s the second coming of Kubernetes. If your director can’t claim credit or present it, it might as well not exist. Leadership is a clown show. Company town halls are filled with tone-deaf answers about performance management. Meanwhile, Intuit is spending billions on naming rights for a basketball arena in L.A. (where it has no real presence), while laying off employees with no severance.