Big Brother - Grade 18 PayPal Employee Review

2.0
Jul 25, 2015
Recommend
CEO approval
Business Outlook

Pros

Curriculum, the brand is good not really stressful job lot of trainings average benefit

Cons

The culture inside is really bad. Career is a question of how old are you in PP or who you know in PP. For this reason you see people not able at all in doing what they should do, with all the consequences linked with. After that, all the employees are subject of a Big Brother experimentation, cameras everywhere, people that know exactly what you did or said or typed or bought, and most important, everything can be used against you by anyone with the title to do that. I don't know if all the multinational are doing that to control their employees (if yes, I don't wonna go to work for Google), but here in PP they do, and it is bad. "Be a good sheep and never will happen to you..again". OR, at the end, it has been all my imagination, and I am ok with that. Thus, PP is good.

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5.0
Jun 17, 2026
Recommend
CEO approval
Business Outlook

Pros

Work life balance and interesting merchants

Cons

The stock price limits upside

2.0
Apr 13, 2026
Recommend
CEO approval
Business Outlook

Pros

PayPal has a lot of potential. It has two very strong brands in PayPal and Venmo with significant awareness and user bases that other companies envy. There are pockets of teams that are really pushing the envelop to reimagine what PayPal and Venmo could be—especially the Venmo team—and to move with speed given the company must stay focused and not waste time with Apple Pay, Shop Pay, and so many other competitors nipping at PayPal's heels and aggressively taking market share.

Cons

While some teams are pushing to self-disrupt and are moving fast, too many teams—and I'd argue the majority of the company–are living off of PayPal's laurels from the late 2010s through the pandemic. The culture and mindset have to change for the company to remain competitive. Otherwise, they are the Titanic and they're sinking slowly. The former CEO who only last 2 years tried diversifying the company's revenue, planning for the future. But the board and its former chairman (now new CEO) felt he wasn't moving fast enough to stabilize and marketshare. Instead, the board hired the former chairman who made computers and printers at HP—another sinking ship—to lead the oldest fintech company. The loss of confidence in the leadership team and the strategy are only accelerating.

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