Markit Director Jobs & Careers in City of London, England

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30+ days ago

Director, Head of Product Development, Portfolio Valuations

Markit London, England

Maintaining overall responsibility for the quality, accuracy and timeliness of the market data and valuations across all OTC derivatives tha… Markit

30+ days ago

Assistant Vice President, Developer, Totem

Markit London, England

The TOTEM service, founded in 1997, provides the major market makers in OTC derivatives with definitive consensus market prices. More than 50 of the… Markit

30+ days ago

Vice President, Product Specialist, WSO CRM

Markit London, England

Markit was founded in 2001 as the first independent source of credit derivative pricing and has recently been announced as the fastest growing… Markit

30+ days ago

Vice President, HR Reporting Manager (SAP), Human Resources

Markit London, England

This position will manage and execute upon HRIS activities for a fast paced, growing, global organization. Experience will be needed to provide… Markit

30+ days ago

Assistant Vice President/Vice President, Index Research, Indices

Markit London, England

The role is encompasses the full lifecycle of index product development, from market research, prototyping, client validation, product development… Markit

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Markit CEO lance uggla
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  1. 3 people found this helpful  

    Second rate at most

    • Comp & Benefits
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    • Senior Management
    • Culture & Values
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    Former Employee - Director in City of London, England (UK)
    Former Employee - Director in City of London, England (UK)

    I worked at Markit full-time (more than 3 years)


    It used to be the case that nobody got fired at Markit. Sadly no more since a program of rolling redundancies got set in place. I guess you don't have to work too hard, and the quality of the workspace is good. But oh boy, the job ....


    Weak, weak, weak senior management, who encourage subordinates in their own image.
    Safe pairs of hands.
    Absence of quantitative meritorcratic targets.
    Pointlessly acquisitive, companies are 'pieces in the puzzle' who are never really fitted together.
    A cultural unwillingness to accept that poor judgements have been made.
    Sheer quantity of useless internal "meetings" that are permitted.
    Widespread tendency to initiate poorly specified projects with no business case leading to countless initiatives that burn bandwidth, talent and just fizzle out.
    Renumeration is not driven by results - reviews are laughably done at more or less the same time bonuses are awarded.

    Advice to ManagementAdvice

    Create meaningful goals and initiatives. Don't have endless pointless meetings about headcount - empowering smart people will get you a lot further than hiring new people.

    Think before you buy yet another company. Isn't this just a way of avoiding having to think up things for yourselves?

    Doesn't Recommend
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