Pros
As with most businesses, you'll come across hard-working people who are trying to do the best they can. The organization is committed to professional development - more a Verisk thing than an ISO thing. Parent company Verisk in general is an amazing company and well-positioned to grow in the coming years.
Cons
If you join this organization, there are three considerations: 1. You're basically in a cult-like atmosphere. There's no other way to say it. A personality cult around the president and COO (not Verisk, but ISO) and by extension, the leadership group. You want to see people put comical cut-out pictures of the COO and President in their cubicle to win favor? This is the place. In parallel, the President and COO are only onsite maybe 15 days or so a year. They show up periodically to tell you that you should think and operate like you're working in a startup (be underpaid and take on way more responsibility than you're job title is about). Only problem is ISO is about 250 employees and Verisk is a NASDAQ traded company with over 7000 employees. Not quite a start up. The two leaders, since they're practically never there, rely on an entrenched group of employees / close friends who serve as their spies. You could call this management chain, but that's too kind. The leaders, being as cynical as they are, love true informants. As others have mentioned in Glassdoor reviews, the informant group can be collectively referred to as the 'clique'. 2. Maybe one C-level leader has been a C-level someplace else. As a result the leaership group has zero comparative experience. Business domain knowledge is incredibly important - most of these C-levels have it. But they only know what they know and if you've been 'developed' by a few of the leaders then you end up becoming another cynic with no idea of strategic vision. The leadership group reflects the classic "I'll make 10 disjointed decisions this week and expect the organization to respond." That's not leadership, that's scatterbrained strategic thinking. 3. Turnover. Don't get used to the person in the cubicle to your left or right. The leadership group would chuckle at that statement - cost containment - but it's a bigger issue. Has Verisk corporate has ever done a real ROI analysis around the pure cost to the organization for turnover? How much money is spent continually training new employees? Granted, many of the operations jobs are entry level, but at some point there has to be some reckoning with financials. The HR group at ISO deserves doubled bonuses for all the extra work they have to put it in constantly hiring and on-boarding people.
