ubank Reviews

Extremely high turnover - most IP is out the door. Extremely poor change management throughout the whole merger. Virtually non-existent. What culture? Ubank's culture was dead even before the merger. Do yourself a favour and go back to read Glassdoor reviews from 2019-2021. Ubank is in the exact same place as it was pre-merger, just with a different app and branding. The great culture 86400 had has also been destroyed. The only culture that is going strong is the meeting culture. Meetings about meetings, getting more and more people/teams involved each time with no actions and dragging out deadlines. Teams are very insular. Not much cross team activity. Extremely toxic environment. Lots of politics. No transparency, lots of secrecy. Minimal company wide comms. Lots of mixed messages. If plans do change, it isn't communicated properly or at all. A lot of tip toe-ing, talking in circles and only answering easy/positive questions in the All Hands Q&A’s (the rare occasions where they even have a Q&A segment and allow staff to submit questions) Lack of ownership. It's always someone else's problem. Strong blame game culture. Tendency to blame everything on 86400's processes and staff/leadership, everything is allegedly broken. If 86400 was so broken then why was the company acquired to replace ubank’s technology and app and not the other way around? And why was ubank rebranded to take on 86400’s original branding (colours, logo, designs), not the other way around? Definitely not a start-up or a scale-up. Extremely corporate. Majority of leadership and senior management come from corporate backgrounds and/or are new to the business - they have no desire to change from their corporate ways. Almost the entire pre-merger leadership team and majority of senior leaders have left. Lots of red tape. Not agile or fast paced No perks. You can pay a fee to opt into NAB benefits No remote working. They want staff in the office for hybrid working however there aren't enough seats or meeting rooms. Mandatory number of days in the office is only increasing and not decreasing. Not to mention, ubank is located inside the NAB office. Even better, only pre-merger ubank and NAB staff are allowed to access NAB systems to book meeting rooms inside the office. If you're new to the company or originally from 86400, you're unable to do something as basic as booking a meeting room and probably won't be able to find a room on the day since at least half the people on the floor are in the same boat as you. Not much separation from NAB (in all aspects) despite claiming to be different to NAB. Poor work life balance. You will receive messages and calls at inappropriate times of day or when you're clearly on leave and be expected to respond (usually not an emergency, just a lack of respect for boundaries) Preference for appointing people who do not have people management or area specific experience into executive roles that own certain areas of the business Leadership team hide behind scripted comms and can’t own up to mistakes and decisions or address evident issues. Lack of empathy, care and relatability. Minimal opportunities for staff to voice their opinions, provide feedback or raise concerns without feeling fearful. Instilling fear amongst staff is not how successful culture is created! Lots of talk about creating a brand new culture that will mirror Aussie tech giants (starts with A and C) however no action has been taken to change or "improve". If the merger was so successful and ubank was such a great place to work at, why would there be articles like this in the media? Search up an article on The Australian called "NAB integration of 86 400 buy spurs staff exits, culture clash" since links are not allowed here.

Where to start. A complete lack of separation from Nab and their policies. A huge part of the merge with Ubank was a promise to the original 86 400 team that we would retain what made the 86 400 culture special, however time and being forced to move into the Nab building has made it abundantly clear that we were purchased for our platform/tech and not much else. The whole atmosphere has become toxic and corporate, with Nab having far more influence and presence than ever originally disclosed - in both decision making and workforce - ultimately leading to what once a really special culture being destroyed. Pointless meetings and not allowing people to do their job. So much time is wasted with finger pointing and miles of red tape as opposed to actually working, and this is a big factor to a lot of amazing talent being pushed out the door by a leadership team that does not value them. There is an obsession over meetings about meetings, and very little accountability for actually getting work done. People are not trusted or even capable of performing their roles because of the multiple hoops needed to jump through to get even the simplest of tasks done. Those who were once excited to show up to work and get stuck in were quickly and repeatedly struck down/reprimanded by the Leadership team, and over the course of time, once high performers lost the passion and drive to make an impact. Ill thought out organisational changes are made on a whim by the leadership team, and these are not communicated to the wider company. Most change isnt even announced, and is circulated by word of mouth with little to no company wide comms. One of the only forms of communication is all hands and showcases, which quickly steered away from showcasing the hard work of the teams and celebrating our people and our collective wins, and instead shifting to deflective Q&A sessions that only muddied waters more and drove a wedge between the team and the Leadership squad. The energy spent on corporate politics, keeping secrets and tip-toeing around is only further destroying what little culture there is left. Work life balance is pretty shocking as well, Nab staff and the leadership team are quick to message and expect responses at all times of the day, and the workload itself is unreasonable, since vast amounts of work is falling on people that pick up the slack and get it done, while others coast by in a state of constant deflection and stalling on deliverables. Low-average pay, and a big reluctance from leadership to reward and promote high performers. No ability to work remote, and an overemphasis on coming into the office despite their not being enough room for everyone.