J.P. Morgan reviews

Sometimes excessive controls - necessary at times and makes everything run right of course, but just becomes a necessary burden. Bigger is harder to comprehend - some new hires may not be able to build their own network if they’re not aggressive. Once again, nothing against JP - just the business Internal mobility is there - but moving in general is hard because the roles themselves are hard to fill if you’re not challenging yourself daily to learn the industry and business while networking. Not a con but it can be viewed for some as not true opportunities of mobility from department to department. Comp always moves with the market, but can be viewed a slow (raise wise). if they passed inflation or cost of living. Then it would be amazing.

The department I supported had high turnover, which I later learned stemmed from a pattern of micromanagement and a lack of psychological safety within the team. As someone with over a decade of experience in Agile and team coaching, I found it difficult to apply industry best practices or foster true team empowerment under a leadership approach that was controlling, dismissive of collaboration, and unreceptive to coaching principles. Despite efforts to build trust and enable team autonomy, decisions were often made unilaterally, and feedback was not welcomed. New ideas, especially those aligned with Agile values, were discouraged. This made it nearly impossible to create a healthy team dynamic or sustain meaningful improvement. If you are an experienced Scrum Master or Agile Coach looking to make an impact, I strongly advise asking thoughtful questions during the interview about leadership style, team culture, and turnover history. This particular department may not be conducive to growth, especially if you value psychological safety, autonomy in your decisions, collaboration, and trust-based leadership.