Great CEO and that's about all! - Recensione dipendente - Director presso Mastercard

1,0
23 mar 2020
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Current CEO is impressive and is probably the only one who walks the talk especially on DECENCY quotient. The company benefited from the established payment network build since association days and now simply take off riding the wave of e-commerce.

Svantaggi

Rest of management are pure followers and many simply climb the ladder thru connections, songs and dances and practising lip services. A MNC from the outside, at best a global company with SME management mentality in the inside. Many of the xVPs and VPs are well in the frogs and brought in as they speak the 'same' language and take the same food. Immatured internal processes churning negative vibes in vicious cycle.

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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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