Broadridge reviews

Pay was mediocre and benefits not so great. 401k was matched once a year and you had to be there to receive it so if you worked for 11 months and left the month before matching you received nothing. Vacation time left alot to be desired you had to be there 5 years to merit 3 weeks paid vacation. Management was not good on communication they had a tendency to be secretive. Co workers were young and immature most were 30 going on 13. Clique oriented and very quick to trash other employees behind their back, have not seen this sort of thing since 7th grade. The processes in my area were extremely manual for the 21st century as in making numerous copies of the same piece of paper for what I do not know. Online systems were antiquated.

Work/life balance and career growth were negatively impacted by poor leadership decisions and lack of subject-matter expertise within team management. Work/Life Balance The team is led by someone, who had prior connections with the CMO, without sufficient background in Marketing Operations, which creates ongoing inefficiencies and misalignment. Foundational concepts (such as standardized UTMs and best practices) often have to be re-explained to leadership, slowing progress and creating unnecessary frustration. Leadership initiated two major platform migrations within a single year - one (the MAP) being expedited - driven primarily by short-term cost savings. Both were undertaken without adequate planning or resourcing. At the same time, leadership removed internal project management support, only to later rely on external consulting support—consuming budget and hours that would be better spent on the technical and strategic execution of the work. Leadership creates an environment that is consistently reactive rather than strategic. Every issue—large or small—is treated as urgent or an emergency, which contributes to constant interruptions and an unsustainable work pace. Career Growth As with many large organizations, advancement can already be slow, but career growth on this team is particularly limited due to leadership constraints. Team leadership lacks both the skill set and the willingness to invest in employee development or to effectively advocate for the team’s work and impact, and takes little to no accountability for these gaps. Most leadership effort is directed toward managing delivery on overcommitted initiatives, leaving no time for mentorship, growth planning, or skill development for direct reports. Additionally, there is a limited understanding of the scope and complexity required for core Marketing Operations work. As a result, leadership is unable to effectively communicate the effort and value of team members’ contributions to senior stakeholders. This makes it difficult for team members to gain visibility, recognition, or meaningful opportunities for advancement.