What is working from home like at GCash?

Good pay, work from home days

Toxic environment, challenging personalities, high turnover of people

Good pay, good “profit share” bonus if it’s a good year. (Although I am told this year’s bonus is just so-so, maybe because of all the tech issues.) Allows 3x work from home.

Very demanding work load with little assistance when you are new. It’s also obvious - they say it - that a lot of people are only staying because of the good pay, not because of the company mission. They are losing their edge because of this, plus they are just getting senior leaders from the mother telco who don’t know anything about fintech. It’s not very inspiring as some might think, just mission-less work and work and work. They have a weird promotion system, it doesn’t seem to have rules, just depends on who the leaders know and not the actual contribution of the person. Before I resigned this person who made a lot of problems with the product and is just getting into extramarital affairs just got promoted. He’s a favorite of senior leaders for whatever reason, and it made a lot of people uncomfortable and doubt the company, like he got rewarded for being a bad leader.

Only effective rewards system is the annual bonus.

System & rules are unclear for other rewards / promotions. Internal processes are messy & redundant; some don't even exist. Many redundant roles. No work-life balance. Unlimited meetings & presentations vs time to do actual work. Work from home setup is a trap, making you work longer hours without additional pay, Competitive managers grab credit from their team and pose it as their own. Training is only available to a select few.

Salary, work from home and benefits

managemrny, toxic culture, power trip managers

The initial onboarding experience is well-structured and welcoming, setting a positive tone for new employees. The compensation package is competitive, featuring a solid base salary and a performance-based profit-sharing bonus—subject to annual business outcomes. While I’ve heard that this year’s bonus may be modest, this appears to be due to recent technical challenges faced by the company. The flexible work arrangement is a strong advantage, with the option to work from home up to three times per week. The organization also fosters a sense of community and engagement through frequent company-sponsored activities and events. Additionally, the quarterly bonus program provides a motivational incentive for short-term performance. The company’s investment in professional growth is evident in its robust online learning management system, which offers a wide range of resources to support continuous learning and development.

In GCash, there appears to be a troubling culture where ignorance is rewarded and competence is suppressed. Rather than being recognized and empowered, those with expertise and insight are often marginalized or silenced by individuals in positions of authority. Leadership, in many instances, seems to lack the interpersonal skills and emotional intelligence necessary to cultivate a respectful and high-performing workplace. What is particularly disheartening is the superficial approach to employee engagement. There seems to be a belief that dissatisfaction can be placated with token gestures—treating mature professionals as if they were children who can be pacified with trivial rewards. This disconnect reflects a deeper misunderstanding of what truly motivates and sustains talent. The leadership frequently projects an image of expertise, often grounded not in experience or substance, but in borrowed theories or buzzwords encountered in passing. External experts are brought in—not to provide meaningful advice or direction—but to serve as window dressing that gives the illusion of strategic depth. As a result, decision-making is not driven by informed dialogue or data-driven insight but rather by the most dominant voices in the room, regardless of merit. Despite these dysfunctions, the organization continues to perform—not because of its leadership, but because of the resilience, passion, and sacrifice of a dedicated few who persevere in silence. These individuals carry the weight of progress without proper recognition, quietly upholding the integrity and success of the enterprise. If real transformation is to occur, it must begin with an honest reflection from leadership, a commitment to humility, and the courage to listen—not just to those who echo their views, but especially to those who dare to speak the truth.

- Lots of bonuses - People are easy to deal with - Flexible work arrangements

- Incompetency of some colleagues - Lack of accountability