Kestra Financial reviews

Leadership tends to be untrusting and micromanaging. One example is recently launching ActiveTrak which is a productivity technology so leadership can track every website you visit and monitor everything you do (and they do!) PTO is low for experienced professionals with no dedicated sick time. Teams are too lean with constant turnover. Leadership seems so focused on budgets and productivity that they are willing to sacrifice good talent and instead promote working 10+ hour days and always adding on more and more work - taking advantage of those who won’t draw work-life boundaries. Overall, it seems they only want to invest in those employees that they can use and overwork. Even if employees take on more than their specific job and “exceed expectations” during annual review, they will claim budgets are limited and give a pathetic merit to employees that have committed to continually add to their responsibilities. The company has great potential but sadly has created a negative culture where they always assume the worst out of employees unless the employee is a “favorite” of one of the leaders.

Distinct Advisor vs. Employee Cultures: While Kestra Financial takes pride in its advisor-focused culture, employees often feel undervalued and overlooked. This imbalance creates dissatisfaction among office staff, as most company attention and resources are directed toward advisor-facing trips and parties. Average-to-Low Industry Pay: Compensation at Kestra tends to fall behind industry comps. Raises and promotions are infrequent and modest, and the advertised bonus structure is often misleading. For example, the stated potential of a "15% annual bonus" is rarely achieved unless market conditions are exceptionally favorable for the entire year. Persistent Understaffing & Tech Debt: Kestra operates under a philosophy of minimal staffing, deliberately maintaining just enough resources to meet basic operational needs. This strategy leads to significant backlogs and substantial tech debt. Critical projects and improvements consistently take a backseat, creating inefficiencies and ongoing frustration among employees struggling to manage the current inefficient systems and processes. Short-Term Venture Capital Mindset: Due to the company's short investment cycles (approximately five years per venture capital group), long-term strategic initiatives and foundational problems rarely receive adequate attention or resources. Instead, temporary solutions and superficial fixes prevail which perpetuate long-term instability and inefficiency. Unrecognized and Uncompensated Overtime: Employees are frequently expected to put in extra hours—often unpaid—to manage overwhelming workloads and mounting tech debt. Unfortunately, this additional effort goes largely unnoticed, unrewarded, and unrecognized, contributing to low morale and burnout. Heavy Employee Surveillance: As of early 2025, Kestra utilizes ActiveTrak to closely monitor nearly all aspects of employee computer usage. This invasive approach negatively impacts employee trust and autonomy, creating an environment of suspicion rather than empowerment. Engineering Talent Drain: Due to these challenging conditions, Kestra has experienced a notable loss of engineering talent ("brain drain"). Among industry professionals, word has spread about the demanding workload, limited recognition, and inadequate compensation. This negative reputation significantly hampers Kestra's ability to attract and retain skilled engineers, perpetuating a cycle of understaffing and persistent technical challenges.