How are senior leaders perceived at GCash?

Good bonuses, flexi time, young culture, 3 times rto

Too much politics, very disorganized, no work life balance

Mid salary and high bonuses

Implementing Agile wrong, no process improvements, and leadership is not amenable to change.

Great compensation and benefits as a top company

Fast paced, high workload, a lot of politics

I like how flexible the work arrangement is. The salary package and benefits are quite generous.

This is the job that actually broke me inside. I’ve had poor mental health while working for GCash. It got to a point where my chronic stress was so bad that I barely recognize myself anymore. I was only going through the motion just to get to the next payday. I was constantly on edge because the demands were endless. My weekend anxiety got worse because I’m always thinking of the next big project we have to work on. I’m not new to the meeting culture but for a FinTech company they still practice some outdated ways of working, back to back meetings is the norm, there are some days I have no vacant time to do what I actually needed to do, making the meetings counterproductive. Guidance is barely there but they expect you to know everything. Politics also comes into play with the upper management so if you’re not a good foot-kisser like me, then don’t expect empathy from some of the bosses. The HR partners are also not the best I’ve experienced, the insincerity was really obvious. You can tell they do not care about the employees they’re not close with. This used to be my dream company because it did sound prestigious and future-proof, I like what it stands out for and how relevant it is is for an ordinary Filipino person, but I guess what’s on the outside is not always aligned on what’s on the inside. This is my personal experience and I think how good your experience with this company will depend on the team you’ll belong in and the boss you’re working for. It can work for some really gritty people but it could come with a cost.

Honestly, I didn’t experience anything good during my time here.. no support, no proper leadership, and no clear direction for the work.

The biggest issue was leadership within the commercial data department. This person didn’t have a strong background in analytics and never understood the technical work the team was doing. Instead of solving real problems, they focused on internal politics and maintaining a good image with senior leaders. They were reportedly referred by top management and held a lot of influence, but it wasn’t used in a way that helped the team grow or succeed. The leadership style reminded us of politics in the country - confident on the surface, but lacking the experience needed for the role. Sadly, they even seemed proud of that. The environment became extremely toxic, and there was a clear lack of self-awareness at leadership levels. Many of us felt stressed, burned out, and unappreciated. Workloads weren’t distributed fairly. Several individuals, reportedly brought into the team through internal connections, held senior roles despite having no technical background. Some couldn’t even write a basic SQL query but carried titles like Senior Manager and AVP. Worse, they often took credit for reports and analysis they had no part in. The real contributors were ignored, and proper recognition was never given. GCash promotes DEI and psychological safety on paper, but in reality, it felt like the complete opposite. Many team members experienced ongoing stress and emotional exhaustion - including anxiety, burnout, and serious mental fatigue - with no support from leadership or HR. RETALIATION was a real concern - people who spoke up often felt they were being punished through forms of mental and emotional harassment, to the point where leaving felt like the only way to protect their well-being. The employee engagement survey (GPulse) failed year after year, especially in this commercial data department, but leadership and HR never shared the true results or took meaningful action. The situation was worse than most people imagined. They continued hiring new people and bringing in external vendors, but the root problems were never addressed. If you’re applying to the commercial data department, be very cautious. The interviews may sound impressive, but the reality is far different. Turnover is extremely high, and within a few months, you’ll likely be the most tenured person on the team — already wondering if it’s time to leave.

Salary and benefits were okay. Hybrid work arrangement.

There is no work-life balance at least for the commercial product I handled. There will be (A LOT) of days that you will only be on meetings after meetings. Senior Management is very demanding of initiatives and projects and the existing products and projects were often overlooked with a lot of unresolved issues.

Honestly, I didn’t experience anything good during my time here.. no support, no proper leadership, and no clear direction for the work.

The biggest issue was leadership within the commercial data department. This person didn’t have a strong background in analytics and never understood the technical work the team was doing. Instead of solving real problems, they focused on internal politics and maintaining a good image with senior leaders. They were reportedly referred by top management and held a lot of influence, but it wasn’t used in a way that helped the team grow or succeed. The leadership style reminded us of politics in the country - confident on the surface, but lacking the experience needed for the role. Sadly, they even seemed proud of that. The environment became extremely toxic, and there was a clear lack of self-awareness at leadership levels. Many of us felt stressed, burned out, and unappreciated. Workloads weren’t distributed fairly. Several individuals, reportedly brought into the team through internal connections, held senior roles despite having no technical background. Some couldn’t even write a basic SQL query but carried titles like Senior Manager and AVP. Worse, they often took credit for reports and analysis they had no part in. The real contributors were ignored, and proper recognition was never given. GCash promotes DEI and psychological safety on paper, but in reality, it felt like the complete opposite. Many team members experienced ongoing stress and emotional exhaustion - including anxiety, burnout, and serious mental fatigue - with no support from leadership or HR. RETALIATION was a real concern - people who spoke up often felt they were being punished through forms of mental and emotional harassment, to the point where leaving felt like the only way to protect their well-being. The employee engagement survey (GPulse) failed year after year, especially in this commercial data department, but leadership and HR never shared the true results or took meaningful action. The situation was worse than most people imagined. They continued hiring new people and bringing in external vendors, but the root problems were never addressed. If you’re applying to the commercial data department, be very cautious. The interviews may sound impressive, but the reality is far different. Turnover is extremely high, and within a few months, you’ll likely be the most tenured person on the team — already wondering if it’s time to leave.

- Diverse and strong advocacy culture - Hybrid - Lots of events and initiatives for employees

- Still a lot of traditional hierarchy - High attrition rate depending on the department you're in - Lots of pressure from upper management

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.

Very innovative and heavy on thought leadership

I’m wearing multiple hats and it’s a norm