Story 57
I worked at Citi’s London office and was shocked by the overt sexism, misogyny, racism, and nepotism-driven promotions.
While these issues exist in many organizations, at Citi they felt blatant, unchecked, and systemic.
During my time there, I witnessed:
– An alcoholic contractor (hired through nepotism) harassing multiple women, inside and outside the office, for months—while management did nothing.
– A male SVP sexually harassing a junior employee; despite multiple complaints, no action was taken, and the junior left. The SVP remains in the same role.
– A female director (another nepotism hire) who often claimed illness but was seen out of work and encouraging younger women to “use flirting” to advance their careers.
-Senior staff involved in relationships with juniors that influenced promotions and career progression.
-Teams pushed to breaking point by a director who screamed at employees publicly or on Zoom without providing additional resources.
-A culture of gossip and favoritism controlled by a small inner circle of Senior MDs dictating who succeeds.
I joined Citi believing that Jane Fraser, as CEO, would drive meaningful change. I was wrong. I now understand and regret dismissing the warnings I received. To those who experienced this culture firsthand, I see you, I hear you, and I’m deeply sorry for what you endured.
Citi’s culture reminded me of Accenture’s Capital Markets division—a toxic mix of favoritism, harassment, and unchecked power.
Many of the same problematic leaders have migrated to other firms like Capco. If Citi ever cleans house, I fear the “bad apples” will simply resurface elsewhere. I know I won’t be following them.