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Story 224
I recently left Citi but feel compelled to share what I was subjected to during my tenure. Verbal Abuse: Frequent use of profanity and aggressive language during professional discussions. Coercive Deadlines: A “do or die” management style involving constant threats to my position if tasks weren’t completed by end-of-day—even when timelines were unrealistic. Threatened to finish it by tonight otherwise the team lead would do himself…
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Story 223
To the person/group who started this website, a very big and heartfelt thank you for providing us with a safe platform to tell the truth without having to worry about ramifications and/or retribution. Despite having a safe platform to voice all the injustices, there are still those who rather remain silent and with my entry, I represent all of those voices as well. I have read…
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Story 222
I noticed that [REDACTED] is back in the news – seems to be a regular occurrence since he started at Citi. https://www.ft.com/content/eb00f768-9026-4de1-a6ee-3b76d7ce97e6?syn-25a6b1a6=1. It is both fascinating and validating to see him get some comeuppance. As a retired employee relations manager at Merrill Lynch, I do wonder what’s finally shifted to bring his “management style” to light. For years executive management seemed to grit their teeth and…
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Story 221
To Story 220 re. Northern Trust, this does not surprise me. A few years ago, I flew to Chicago for a two-day interview process for a role with a significant remit (two or three down from CEO). Throughout the first day, I observed several concerning dynamics—most notably, awkward banter between business partners that suggested cut-throat competition rather than collaboration. But the final straw came during my…
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Story 220
The same toxic leadership and HR playbook exists at Northern Trust. I hope this site gains traction across the industry.
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Story 219
I don’t work at Citi but as a senior woman working in Financial Services for over 25+ years, I have been horrified by the stories I have read on this platform and send solidarity and strength to the brave women sharing their stories. If anyone ever needed a window into the beliefs and behaviour driving Citi’s atrocious culture issues documented with such clarity on this platform…
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Story 218
Within certain circles of Wall Street—and demonstrably observable at institutions like Citigroup—the metrics for leadership and promotion have become dangerously divorced from actual business execution and merit. Instead of fostering a culture of innovation, rigorous strategy, and technical excellence, the current environment often rewards a specific brand of passive corporate compliance. The prevailing culture appears to be driven by several regressive pillars: The Illusion of Scale:…
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Story 217
Coercive control at work is not bad management. It is not a personality clash. It is a pattern of behavior — deliberate, directed, and purposeful. I experienced this at Citi, in USPB Risk Management — under a former “manager” himself working under a known bully and harasser. As a sustained and consistent pattern directed specifically at me. Micromanagement by someone whose actual experience and seniority were…
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Story 216
To Story 215, Citi knows regulators don’t care because of who is in the White House. I also think its C-suite – especially Jane – gets off on the desperation and sadness in these stories; in their mind, anyone who doesn’t like the place simply isn’t up to snuff. I do, however, think it makes it harder for them to recruit quality talent. I know of…
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Story 215
Wow. In my years in this industry, I have never encountered another organization generating this volume and variety of controversy. Ouch. Reading a number of threads on this site has been jaw-dropping about Citi. The pattern is now too consistent to ignore. The current COO presided over the Wealth business before the current Global Wealth Head was hired. So did the former Citi CFO. Neither produced…