Good company - Relationship Manager INDmoney Employee Review

The learning curve is steep because on day 2 they throw you in a pit of fire and allocate responsibilities that are not your area of expertise (you never claimed it's your area of expertise either), but you're expected to figure it out anyway and become a master of it.

Whatever the CEO says is written in stone. If you're a "yes" person, you'll thrive here. Having a conversation with the management means you only listen and nod. The moment you respond and share your opinion for something they hired you for, you become public enemy number one. Get ready for the amazing thrill of getting berated and talked over during the weekly review calls. You're expected to be like Flash, because if it takes you even 1.5 seconds to connect your laptop or project your screen, the CEO will lose it. As he should, because his time is precious. Reached home at midnight during Gurgaon flooding? No worries, you can actually sleep in the office to save time because you have to be in office next morning. They are not paying you to have comforts, ok? That's asking for too much. Lastly, the amazing hires from top B schools leading the team ensure that everyone's time is accounted for. If you're taking a break or chatting with your colleagues, the whole team gets a stinker. Which they should, because they are not paying you to have some down time between hours of shoot and intense creative work. They've hired robots so they must work till late, come back the next day and also be available on weekends. Another great thing is, if the CEO doesn't like you for any reason, the whole place turns against you, you are silently fired and/ or put on PIP. Isn't it an amazing place?

Almost nobody comes to the Bangalore office, which gives you a lot of flexibility to work from home and manage your schedule

My experience at INDmoney was disappointing, primarily because of the culture within a few teams and the lack of leadership accountability to address it. The biggest issue is that a small group of long-tenured employees and leaders seem to operate as though the company cannot function without them. This has created an environment where politics, ego, and visibility often matter more than collaboration, respect, and actual impact. The Payments team, led by Manu Garg, was one of the most difficult teams to work with. There is a strong perception within the team that they are the primary reason for the company's success, which often results in dismissive behavior toward other functions. Several team members communicate rudely, are resistant to feedback, and make cross-functional collaboration unnecessarily challenging. Despite largely focusing on the UPI business, there is a tendency to undervalue the contributions of other teams and create a culture that feels exclusionary rather than collaborative. The Design and Product leadership under Chaitan also raised concerns. Many decisions appeared influenced by internal politics rather than merit or innovation. Instead of fostering original thinking and healthy debate, the environment often felt driven by hierarchy, perception, and personal influence. The US Stocks organization had similar challenges. A handful of individuals seemed more focused on self-promotion, visibility, and protecting their own interests than on building great products or supporting the broader team. Accountability was inconsistent, and employees were often left feeling unsupported when challenges arose. Leadership did little to improve morale or create a stronger team culture. Another recurring problem was the behavior of a few 2-3 senior developers in us stocks and payments and long-tenured employees who acted as though they were indispensable to the organization. This created friction, discouraged new ideas, and made it difficult for newer employees to integrate into teams. What stood out most was the contrast between the number of new employees leaving and the same group of employees remaining in positions of influence year after year. Many talented people joined with enthusiasm but struggled to stay because of the culture they encountered.