JBT Marel reviews

Zero real career growth conversations, even for top performers; never had a true performance review over my time spent at JBT Understaffed across most of Finance; many folks burnt out, working long hours and looking to exit; higher than normal turnover Open positions tend to be resourced by external candidates, making it a challenge to promote from within/keep talent that wishes to grow Double speak on employees being the greatest asset, but in turn understaffs/overworks said employees, and provides very few opportunities to grow Bonus payout below 100% opportunity in most years at JBT, due to below target business performance (even pre-Covid) Negative and demeaning culture; management focuses on the wrongs, but seldom celebrates the wins Business performance issues are the same year after year, with management unable to put in place sustainable processes to resolve Poor accountability across the organization; partly being cultural and partly staff being overworked RSU plan/vesting schedule not competitive Management takes short-term views, willing to sacrifice long-term gains to make the quarter/hit forecast Friends of executive leadership promoted/put into positions of influence, even given poor performance

They lack any form of mentorship. Projects are thrown over walls to let other departments deal with problems. They have contempt for their customers. I was a project manager. After being there for a year I started calling myself a Customer expectation manager as my job was to take my customers expectation from where it was...down to the level of service they would actually get. Product was almost always late - if it wasn't late it was guaranteed that we would have missed shipping something vital. 8 to 12 hours preparing for one monthly meeting to explain all the finanacials for all projects where PM's were seldomly backed up for their work (which they had little control over anyway). PM's are viewed as expendable assets. I can't say I wasn't warned as multiple people (including PM's who "made the cut" and were being promoted) stated that there were major issues with the operation of this plant. In short management appears ambivalent about the success of their people, or the efficiency of their operation as long as the bottom line is met. And 'the bottom line' is different for each department so if feels like a tug-o-war to get things moving. Multiple customers are repeat customers. At the beginning of the job most would say something like "Don't let this go south like it did last time" It would invariably go south. I asked multiple customers why they went with JBT Jetway if it always ended like this. They answered "Because your competition is worse than you" As a PM they replace you after 3 years or fire you. I was one of the oldest PM's when I hit my 2 year mark (the only one who was there longer was my boss). I was "Let go" shortly after that. Surprisingly the CEO is a pretty good guy, we just didn't see him or the culture he purported to want in his company, much in Utah. That is not a good reason to get repeat business. JBT was in the process of changing for the better from 30 years of mismanagement. I predict it will take at least until 2023 until a lot of the damage from those years is reversed culturally enough to effect good change. Hopefully it's still progressing to be better.