Great, but some rot creeping in - Recensione dipendente - Director presso Mastercard

4,0
3 mag 2024
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Mostly excellent managers, reasonable opportunities to do new things and I was rewarded with promotions relatively regularly. Pay was always fair.

Svantaggi

When I joined more than 10 years ago, Mastercard was working hard to improve its culture, specifically from a perceived threat of retaliation by managers. Ajay Banga therefore expertly implemented a culture of decency which helped to address the problem. Since his departure, I witnessed warning signs that some poor culture is getting the room to creep back in and specifically that some managers from newly acquired businesses are exacerbating the issue by failing / not caring to observe the Mastercard Way which ultimately made it a less pleasant place to work.

Esplora altre recensioni su Mastercard

5,0
24 mag 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Great culture. Stable. Analytical and rewarding if you find the right product.

Svantaggi

Slower career growth. Not as influential

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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