AIG reviews about "leadership"

The computer systems aren’t very good

Too much movement with senior leadership

Office in the heart of city, commute time is long

For one of the largest global carriers, they pay on the lower end of the scale

The "Reorg" of the Month: AIG seems to be in a state of perpetual identity crisis. With the 2026 CEO transition pressure to improve the stock price, the leadership is constantly "restructuring." In reality, this just means your manager changes every six months, your project gets canceled, and you’re back to square one with no clear direction. H1-B Sweatshop Mentality: The company has shifted toward a labor model that feels more like a sweatshop than a Fortune 500 firm. There is a heavy reliance on visa-dependent staffing, which leadership exploits to enforce a culture of silence and overwork. Because many employees feel they cannot push back without risking their status, it creates a race to the bottom for everyone else. People are seen as a number with the specific output they are delivering tracked on a weekly basis Exclusionary Management Culture: There is a palpable disconnect between the domestic workforce and a specific, insular management clique that has taken over many departments. If you aren't part of the "in-group"—specifically those recently immigrated from southern India, you are treated with a staggering lack of decency and professional respect. Your expertise is ignored, and you are often treated as a secondary citizen in your own office. Innovation Goes to Die Here: For a company that talks a big game about "AI-First" initiatives, the daily reality is dreadfully boring. It is a bureaucratic nightmare where any hint of innovation is smothered by red tape and "traditional" insurance mindsets. It’s not a place for builders; it’s a place for paper-pushers. Zero Work-Life Balance: Expect to be online. If you aren't responding to "urgent" pings at 9:00 PM on a Tuesday or logging in on Saturday and Sunday to fix self-inflicted management "fire drills," you are viewed as not being a "team player."

Frequent organizational changes and leadership shifts can create a sense of instability and low morale.

Leadership was too bias and unprofessional.

Lower salary, high in office expectation