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Story 205
Story 199 resonated with me. I recently left BNY after many, many years. It is an extremely toxic environment, where speaking up puts a target on your back. There are certain issues you can never speak of – anything around talent retention and recruitment, or just staffing in general. If you have been in the company for a long period of time, you believe you are…
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Story 204
Warm congratulations to the women behind this site. In addition to giving the voiceless a place to be heard, you have also succeeded at a certain bank being so paranoid about what could be posted they have a team of lawyers and compliance personnel hitting refresh ten times a day. What stories are they worried about? Oh, I don’t know – I’m just an EA. Maybe…
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Story 203
I am sharing this anonymously because, even now, speaking openly still feels risky. Early in my career, when I was junior and still finding my footing, I became involved with a much more senior colleague—a Managing Director in the Commercial Bank. At the time, I wasn’t even at AVP level. Looking back, the power imbalance was extreme, but I didn’t fully understand that then. What started…
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Story 202
The Machiavellian Operator 1. The Shadow Structure: Empire-Building as Self-Promotion Within what was formerly US Personal Banking (USPB) at Citi, the Head of Enterprise Risk and Balance Sheet Management built an internal replica of the Second Line of Defense Enterprise Risk Management team. No other business unit at Citi operates this way. Having come from the Second Line herself, she leveraged knowledge of its protocols —…
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Story 201
Story 200 I see you and support you. The senior management of the Data team has been a joke for a long time. I was one of several employees who filed complaints when the former Wealth CTO was installed as our leader, forcing out an experienced data leader (who was also a decent human) who sued. He, on the other hand, was not just grossly incompetent…
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Story 200
Citi and the Peter Principle: Cronyism over Competence 1. The “Golden Child” Relocation: Optics vs. ROI The erosion of meritocracy began with a glaring misuse of corporate resources: the relocation of a junior employee from Ireland to the US. Despite having no background in Tech, Data, or People Management, she was installed as a Director on the company’s dime. This wasn’t just a questionable hire; it…
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Story 199
BNY is discriminating but not just woman. Sr mgmt has enforced a certain % of performance be marked below expectations or off track so mgmt falsified thousands of peoples 2025 eoy reviews to meet that threshold. This not only cost employees their jobs but bny didnt pay severance. And those who were marked low but not as severe, got their merit removed. Especially if you were…
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Story 198
If the investigation into [REDACTED] was really $30M, jesus christ that dude is expensive – sure hope he makes his NNIA numbers this quarter, haha.
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Story 197
This morning the Financial Times released a detailed story about Brad Karp, the longtime chairman of Paul Weiss, and his ties to Jeffrey Epstein — ties that had previously been downplayed by the law firm. The article states that Karp “appears to have been willing to push the boundaries of confidentiality rules to meet Epstein’s requests.” This was after it was known that Epstein was in…
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Story 196
It feels liberating to finally say this out loud. Earlier in my career, I co authored a thought leadership piece with a male Managing Director. I was entry level at the time, only three years out of college. At a talk we gave on the topic, which I will not name, a male colleague approached me afterward and congratulated me. Then, in front of others, he…