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30+ days ago

Client Service Specialist 1 or 2 FT (40 Hours) Fort Belvoir, VA - Fort Belvoir B

SunTrust Banks Washington, DC

Our Branch Banking Teammates are often the first to meet new clients and the ones who start them on the path to reaching their financial goals. We…

30+ days ago

Portfolio Management Summer Analyst

SunTrust Banks Atlanta, GA

SunTrust Robinson Humphrey (STRH ), the full-service corporate and investment banking arm of SunTrust Banks, Inc. (NYSE: STI), offers its corporate…

30+ days ago

Checking Marketing Manager

SunTrust Banks Atlanta, GA

Checking Line of Business Marketing Manager: This is a multi-grade position 50/51. The selected candidate will be placed in the grade that fit s…

30+ days ago

Quantitative Analyst Market Risk Modeling (Richmond VA)

SunTrust Banks United States

(This position is based in Richmond VA) SunTrust s Research & Development Market Modeling team (R&D Market Modeling ) within the Market Risk…

30+ days ago

Client Optimization Analysts- Credit Card

SunTrust Banks Atlanta, GA

The analysts are responsible for overseeing, conducting and/or synthesizing a wide range of analyses, including Credit Card Acquisition and Account…

13 days ago

AFG Origination - Analyst 1

SunTrust Banks Atlanta, GA

Works closely with senior CIB professionals. Performs assigned duties, including but not limited to, due diligence, document processing, financial…

13 days ago

Sr Deposit Strategy Analyst

SunTrust Banks Atlanta, GA

will include forecasting balances and rates paid, developing and executing processes related to CCAR/DFAST stress test submissions, conducting…

30+ days ago

Business Mgmt-Analyst New Hire

SunTrust Banks Atlanta, GA

As a new hire into the SunTrust Robinson Humphrey ("STRH") Analyst Training Program, participants will attend classroom instruction and perform…

30+ days ago

Secondary Marketing Operations Analyst

SunTrust Banks Richmond, VA

Staff develops quantitative/analytic models and metrics in support of the firms risk measurement and performance reporting functions. Work with…

26 days ago

M&A Associate

SunTrust Banks STRH, NY,US

Plays an integral role in supporting new business development, due diligence, and/or transaction execution. Under limited supervision, performs tasks…

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SunTrust President and CEO William H. (Bill) Rogers Jr.
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  1. 2 people found this helpful  

    It isn't what it used to be

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Former Employee - Software Developer/Technical Lead in Richmond, VA
    Former Employee - Software Developer/Technical Lead in Richmond, VA

    I worked at SunTrust full-time (more than 10 years)


    Many IT and software development positions allow some amount of telecommuting ranging from 3 days/week to full time. Compensation is average. Benefits are standard fare. Time off is 20 days for AVP and above, 15 for non-officers. Travel can be either light or non-existent depending on position. You may never meet the team you work with. This can be either a pro or a con.


    Where to start?

    IT / Software development is geared toward an onshore technical lead / onshore global resource coordinator / offshore development model. The companies SunTrust works with for offshore development are who you'd expect, IBM and Infosys, and their expertise on cutting edge platforms ranges from barely acceptable to non-existent. You are not guaranteed resource continuity and not allowed to interview offshore resources to see if they are a fit for your project. Large turnover numbers, lack of good English speakers, and inept onshore coordinators who may also have language barriers make for a frustrating daily experience. The coordinators sole job is to make money for their company, not for SunTrust. They will throw as many resources on the project as they see fit. Most are brand new with no experience.

    What's worse is that SunTrust's IT management up to and including the CIO thinks this model is working perfectly despite daily assurances from the workers over the years that it is not. Part of this is the CIO himself, who was part of a failed transformation effort as an IBM consultant back in the mid 2000's which heavily pushed the offshore model, and was then inexplicably hired on as the CIO a few years later, as if nobody remembered who he was. After demonstrating failure at the very same company?

    The technical lead positions are overbooked and overworked. Multiple projects, 5 or more, is the norm. And because the onshore team is a skeleton crew, you're on your own to deal with the offshore coordinators and team. Every project is top priority and full time. Stress levels in the tech lead positions are high and come with lots of blame and very little reward. Maybe you get a bonus if you're part of the incentive program and above a certain pay grade, and it's completely arbitrary whether you'll get it, despite above average performance. Salary can be okay, but lower than industry standards for the cutting edge technologies.

    The culture is one of blame from high to low. Expect to be thrown under the bus by one or more of your co-workers, or even by your management because they're all as frustrated with their jobs as you are, and when you can't get your work done you have to blame someone. You are disposable. Requests for more resources or a lighter workload fall on deaf ears because the middle management is afraid to tell the CIO that the offshore model isn't working since the CIO brought the offshore model there in the first place.

    Over my 11 year tenure there, I survived no fewer than five large scale layoffs, three of which were part of the failed transformation effort managed by the person who is now their current CEO. Constant fear of losing your job. It cut staffing levels to the bare minimum needed to keep the lights on but with no way to effectively deliver on revenue generating projects that the line of business needs.

    Time off is largely governed by your manager. Mostly you're treated like an adult and as long as you get your work done, you're fine. But your project manager on your current project will insist that you don't take vacation during their project. Your next project begins immediately after this one ends, and your next project manager will insist you don't take vacation on their project schedule either. Multiply that by 5+ projects and you'll do what everyone does: take a month off in December because you use it or lose it.

    Promotions used to happen regularly and were based on merit. And you had the opportunity to move into different areas of specialization like moving from software development to architecture. That is now gone. Architecture positions are no longer filled internally. Once risen to the level of technical lead, you have no possibility of promotion from there. Pay increases for COL adjustments are from zero to 1.5%, usually accompanied by larger increases in benefit premiums than increases in salary.

    I left for FAR greener pastures before I had a heart attack, and that's where this company was pushing me. Much happier now that it's behind me. Turns out there's a whole world of companies out there that are a pleasure to work for and that care about their people.

    Advice to ManagementAdvice

    Get rid of the offshore development model. Look into rural-sourcing if you must cut costs. At least remove the language and cultural barrier, time zone differences, and lack of technical expertise. The model IS NOT WORKING, and it's not saving you money. If it takes a team of a tech lead at $75/hour, an onshore coordinator at $125/hr and 3 offshore resources at $45/hour three iterations of work to produce a working piece of code, how is that saving money over having one competent onshore developer do the work ONCE and CORRECTLY the first time for $75/hour project cost?

    Hire competent onshore developers. You will pay them a little more, but you'll be rewarded with quality products the first time instead of having to do multiple iterations of re-work for an inferior product.

    If you must outsource development, own or have a controlling stake in the company and have control over the hiring. Do not source it to the lowest bidder.

    Consider forming SWAT teams of a project manager, technical lead, 3 or 4 developers, etc that are totally dedicated to a SINGLE project for 3 months instead of spreading your resources thin and having projects drag on for over a year. You'll save money and increase employee satisfaction.

    Pay for certifications and training. You used to do that. But now you're afraid if you certify people they'll leave. Well, they sure will in this environment.

    Pay for technical conferences. You used to do that and don't anymore. Your employees will learn a lot of and feel like part of a community and will be less likely to leave. Yes, it's a benefit, but you want to retain talent, right?

    Take advantage of online collaboration tools to shrink distances and give employees a closer working relationship. Conference calls do not count. Web based conferencing and collaboration solutions like Google Hangouts or even GotoMeeting would be great.

    Limit status meetings for projects to a half hour a day. 8 hours of meetings per day doesn't make anyone productive.

    Doesn't Recommend
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    Disapproves of CEO

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