Principal Consultant - Recensione dipendente - Principal Consultant presso Mastercard

5,0
25 nov 2017
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

I have stayed at APT for 5+ years because of the people, the work, and the opportunities to grow. First and foremost, everyone I work with is great to work with and wants each other to succeed. I also really enjoy the work we do and the variety of industries I get exposed to by working on 10+ clients at once. Lastly, even though we are a much bigger company than 5 years ago when I joined, each team is pretty lean and you can take on as much responsibility as you can handle.

Svantaggi

Unsurprisingly, the hours longer than a standard 9-5 job. While I am at the point where I can control my work week a lot more, I still find myself working much longer hours than should be expected some times due to different teams getting busy at the same time.

Esplora altre recensioni su Mastercard

5,0
23 giu 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

People are highly intelligent and things seem to operate efficiently

Svantaggi

Large ship so changes are hard to make

4,0
27 mag 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Mastercard does a great job fostering an inclusive and supportive environment. There are genuinely good people throughout the organization, and leadership often invests in employee engagement through events, recognition, and culture-building initiatives. I enjoyed many of the relationships I built while working there, and there are teams that truly care about collaboration and supporting one another.

Svantaggi

Compensation at the director level did not feel competitive compared to the level of responsibility expected. Career advancement can also be extremely challenging due to how top-heavy the organization is with senior leadership roles. There are a large number of Senior Vice Presidents, sometimes without clear scope or experience aligned to the title, which creates limited room for high-performing employees to grow. At times, it felt like senior leaders were being hired primarily to manage or communicate with other senior leaders, rather than drive meaningful operational impact. In product and go-to-market roles especially, priorities are often heavily driven by funding decisions. It can be frustrating when projects suddenly shift in importance or remain underfunded for long periods of time while awaiting senior leadership review. This sometimes leaves highly talented employees in limbo, unable to move initiatives forward despite strong momentum or market opportunity. The organization can also be very comfortable with the status quo, which creates a slower pace that many employees seem accustomed to. For people who are highly motivated and eager to drive change, it can feel difficult to navigate the number of roadblocks and layers of approval required to move initiatives forward.

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