Insurity reviews

Compensation lags the market, especially for project and delivery roles. Training and onboarding are weak, leaving new hires to self‑navigate complex systems and processes. Product documentation is inconsistent, largely due to legacy platforms inherited through acquisitions. Significant functional overlap across teams, creating confusion around ownership and accountability. Middle management struggles with workload, resulting in limited coaching, inconsistent supervision, and insufficient support for new team members.

-Heavy emphasis on off-shore teams, with fewer U.S.-based roles each year -New CEO introduction to the company was to announce no bonuses for the prior year, then has avoided town halls or addressing employees directly -New CFO comes from private equity, focus feels more on cost-cutting than employee growth -Constant management turnover (My team has had six different managers in four years) -Upper management only focuses on metrics, not employees or long-term growth -Leadership often presents a “rose-tinted” view of the company, but when it comes time for raises and bonuses, it’s always “a tough year” -Raises are minimal and not competitive with inflation or market rates