Not a great place to be a software engineer - Senior Software Engineer Mastercard Employee Review

2.0
29 July 2020
Recommend
CEO approval
Business outlook

Pros

There's a great 401k policy - but upper management loves to ignore other problems by constantly pushing how great the 401k policy is.

Cons

APT, a company Mastercard acquired, was a great place to work but Mastercard has killed the company culture that APT used to have. Despite claiming to be a technology company, Mastercard has slashed salaries for new technology campus hires by 15%, cut the many office perks we used to have, and instituted tons of bureaucracy for nearly every basic process. Software engineers are not valued and the organization as a whole has a culture of outsourcing development, even for business critical projects. Many of the top engineers have already left for greener pastures. I would not recommend Mastercard Data & Services as a good place to work for new campus hires.

Explore other reviews about Mastercard

5.0
15 June 2026
Recommend
CEO approval
Business outlook

Pros

Good people to work with, opportunities for growth

Cons

Tasks may get mundane, otherwise none to speak of

4.0
27 May 2026
Recommend
CEO approval
Business outlook

Pros

Mastercard does a great job fostering an inclusive and supportive environment. There are genuinely good people throughout the organization, and leadership often invests in employee engagement through events, recognition, and culture-building initiatives. I enjoyed many of the relationships I built while working there, and there are teams that truly care about collaboration and supporting one another.

Cons

Compensation at the director level did not feel competitive compared to the level of responsibility expected. Career advancement can also be extremely challenging due to how top-heavy the organization is with senior leadership roles. There are a large number of Senior Vice Presidents, sometimes without clear scope or experience aligned to the title, which creates limited room for high-performing employees to grow. At times, it felt like senior leaders were being hired primarily to manage or communicate with other senior leaders, rather than drive meaningful operational impact. In product and go-to-market roles especially, priorities are often heavily driven by funding decisions. It can be frustrating when projects suddenly shift in importance or remain underfunded for long periods of time while awaiting senior leadership review. This sometimes leaves highly talented employees in limbo, unable to move initiatives forward despite strong momentum or market opportunity. The organization can also be very comfortable with the status quo, which creates a slower pace that many employees seem accustomed to. For people who are highly motivated and eager to drive change, it can feel difficult to navigate the number of roadblocks and layers of approval required to move initiatives forward.

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