Great company - innovative and cares about their employees - Vice President Mastercard Employee Review

4.0
31 Mar 2015
Recommend
CEO approval
Business outlook

Pros

The best part was working with all of the diverse people. I got exposure to a true global environment and as such, have learned a lot from my peers. Ajay Banga turned the company around around three years ago, positioning MasterCard as a technology company vs a financial services company. Yes, it's payments, but without the technology, transactions cannot happen. I also have the utmost respect for Ron Garrow, the Head of HR. He is the most approachable person in the C-Suite. He always says hello and stops and listens. He is genuine.

Cons

There was absolutely no career path for me. Unfortunately, when I thought I had it, there were changes. Wish I could have stayed on longer, but when you see there is no future, it is time to move on.

Explore other reviews about Mastercard

5.0
23 Jun 2026
Recommend
CEO approval
Business outlook

Pros

People are highly intelligent and things seem to operate efficiently

Cons

Large ship so changes are hard to make

4.0
27 May 2026
Recommend
CEO approval
Business outlook

Pros

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.

Cons

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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