A Forensic Autopsy of a Career Assassination: The Promise. The Reorg. The Demotion. There is a particular kind of institutional betrayal that is engineered to look like circumstance. In ERM Tech & Data at Citi, where in-group loyalty overrides merit and the rule of law, a role was promised. Then she raised concerns — about…
When the Coverup Becomes the Crime: A Cautionary Tale from KPMG Last week, the CEO of KPMG Australia resigned without notice. While he wasn’t personally implicated in wrongdoing, how he handled it when others were, precipitated his demise. KPMG partners were found to have inappropriately shared confidential client information internally. A whistleblower raised the alarm….
The Director Who Doesn’t Know What He Doesn’t Know There is a particular kind of incompetence that announces itself through enthusiasm directed at the wrong audience. A Director came to share his excitement. He had been given exposure — access to senior leadership. Risk scenarios for the CCAR process were being presented for approval. Senior…
Dear editor, please publish an edit to the last paragraph. She knows her leadership decisions have been a mess from day one. And that her willful blindness and arrogance has needlessly and negatively impacted the careers of thousands of good people whose family depends on them. Last sentence stands. 🥳
Story 310: Thank you for your incisive analysis of Fortune’s seeming pay-to-play article on Jane Fraser. I agree with every word and would just add that, like most of today’s leaders – male and female – she expects to have it both ways. 1. In the recent article by Barron’s, which I assume Citi “paid…
This week, Fortune published a favorable profile of Jane Fraser and Citi’s turnaround. It is worth reading — for what it chooses not to examine. For investors, Fortune provides the “What” — the plan, the metrics, the narrative arc. What it does not provide is the “How” — the friction, the trust deficit, the litigation…
When concerns about bullying, harassment, and discriminatory conduct were raised at Citi (former USPB), HR’s response was predictable and scripted: invoke an MD’s prerogative, then delegate the complaint perfunctorily to junior personnel without the seniority, authority, or institutional standing to challenge a managing director with a documented history of exactly what was being reported. You…
To story 307, I went through the exact same in another group, we are not liars or crazy. With all the proof in the world, HR will never ever investigate anything. In my case a lawyer got involved and I managed to leave on my own, but everything else is the same playbook. In my…
Citigroup New York — ICG Expense Management. My team served as trusted advisors to Global Markets businesses and senior leadership, delivering transparency into execution expense. My male manager fabricated complaints and a false performance review to push me out because my success threatened to expose his lies. He also called me an arsonist after my…
Dear Editor, I believe there is a typo in story 305, at the end, “were NOT a casualty”. Worth correcting.