Great team spirit but lacks direction and structure - Lead Project Manager SimCorp Employee Review

Good culture - Freedom to work, do your job based on how you want to plan it

Organization changes makes it difficult to understand the structure

Smart, talented colleagues across global offices Interesting problems to solve in the investment and portfolio‑management space Some teams outside New York still maintain a collaborative, mature culture Flexible hybrid work depending on team

The New York office has gone through a dramatic culture change in the last few years, and not for the better. A new Managing Director came in and essentially rebuilt the entire leadership structure with people he previously worked. If you weren't part of this clique, you didn't last long. The shift created a top‑down, high‑pressure environment where alignment with his views isn’t optional — if you’re not on his page, you won’t last long. Many long‑tenured senior leaders left during this period, and turnover has been extremely high. The new management layer often feels inexperienced in the context of SimCorp’s business. They tend to follow the MD’s lead without much independent direction, which results in a lot of “making it up as we go.” Compared to other companies I’ve worked for, there’s a noticeable lack of institutional maturity and operational stability. Travel policy is another pain point. Everyone is required to fly economy, even on long international flights, which is unusual for a company serving global financial clients. On a group trip to Mexico City, the NY MD and his chief of staff sat in first class — a clear violation of company policy and not a great look when half the office is on the same plane. Performance management and role clarity were ongoing issues. I never had formal KPIs, and my bonus calculations felt like a “finger in the air” exercise. In three years, I had four different managers. My function supported the sales organization, which itself had four different heads of sales during my tenure. Every time leadership changed, we had to redefine our role, our stakeholders, and our objectives from scratch. The job description shifted constantly, and there was no consistent strategic direction or stable leadership to anchor the work.