Horrible experience - Anonymous employee Kantar Employee Review

1.0
Nov 1, 2016
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

- Hard-working and passionate colleagues - Good office location right near Madison Square Park - Good mix of clients from leading B2C and B2B organizations

Cons

Leadership is absent at best, manipulative at worst. The partners pick favorites based on social capital, not an objective view of performance or quality of work. As a junior team member, there is no respect for work/life balance, but you're being paid as a marketer, not an investment banker. The pay structure at Vermeer incentivizes partners to grind the junior team. Plus, the work itself is very lackluster and mostly segmentations, even though Vermeer brands itself as much more than that. Perhaps the biggest con at Vermeer is the culture. It is absolutely unlike anything I've ever experienced, and it's impossible to describe. The egos at Vermeer are insane. Employees dress in suit and tie to assert their importance. Superficiality is valued. To succeed at Vermeer, you need to be willing to give up your morals. Those who are unwilling leave in under a year. I highly recommend that any potential new hires address any concerns head on. This place is exactly what you are afriad it might be.

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5.0
Jul 7, 2026
Recommend
CEO approval
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Pros

Nice company to work for

Cons

Pay could be better for this role

2.0
Jul 18, 2026
Recommend
CEO approval
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Pros

Kantar has talented employees, well-known clients, and strong research capabilities. I had the opportunity to work with knowledgeable colleagues, contribute to major accounts, support internal initiatives, promote the brand, and share expertise across teams. There are many people inside the company who genuinely care about the work and try to help others succeed.

Cons

My experience was ultimately overshadowed by what appeared to be deep favoritism, inconsistent leadership decisions, and a serious lack of transparency. Employees with decades of experience, strong performance records, valuable client relationships, and critical institutional knowledge were laid off in the name of profitability. At the same time, the company continued hiring new people into the same or very similar positions. This makes the claim of role elimination or cost reduction difficult to take seriously. It was particularly disturbing to see highly experienced employees removed, only for the business to spend money recruiting and training replacements to perform work that clearly still existed. In some cases, former employees or people with close relationships to leaders appeared to be brought back, promoted, or placed into stronger positions. This created a clear impression that personal relationships and internal connections could matter more than performance, loyalty, expertise, or contribution. Strong performers who consistently volunteered for initiatives, promoted Kantar’s brand and tools, shared knowledge, supported important client work, and went beyond their job descriptions were still treated as expendable. Remote employees and people from diverse backgrounds also appeared to be disproportionately affected. The overall message to employees was damaging: performance may not protect you, loyalty may not matter, and institutional knowledge can be discarded while leadership continues hiring elsewhere. This destroys trust, weakens morale, and sends the wrong signal to employees who are still expected to give their best.

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