CEO asking us to come into office twice a week now - Quality Assurance Verisk Employee Review

1.0
May 16, 2025
Recommend
CEO approval
Business Outlook

Pros

I do not see any pros of working here

Cons

CEO wants us to come into office twice a week so they can justify the rent cost. Get rid of the rent cost and spend the money on giving it to your employees instead? also keep in mind it costs them millions for this. coffee is very bad too in the office

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Verisk Response
1y
Thank you for sharing your feedback. We understand that coming into the office twice a week may not be ideal for everyone. Since 2023, we have maintained this schedule to balance the benefits of in-person collaboration with the flexibility of remote work. Working in person allows our team to foster stronger relationships, enhance communication, and collaborate more effectively. These interactions often lead to innovative ideas and solutions that are harder to achieve remotely. We believe this approach helps us maintain a dynamic and supportive work environment. We appreciate your understanding and are always open to discussing any concerns you may have. Our employee engagement survey is a great place for you to share any additional recommendations on how we can improve our processes at Verisk.

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5.0
Jul 1, 2026
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

The people are awesome, the culture is strong, and they are terrific career opportunities.

Cons

Getting a little too “doing more with less” happy at the moment

2.0
Jun 30, 2026
Recommend
CEO approval
Business Outlook

Pros

The people. I worked with genuinely talented, hardworking colleagues who showed up for each other and for the work, even when leadership made that hard.

Cons

Leadership at the senior level was chaotic and unclear, and it trickled down into everything. Projects routinely landed with little to no notice, leaving teams scrambling instead of planning. Budgets were micromanaged from the top while strategic direction was not — a strange mix of tight control over spending and almost no clarity on priorities. Communication from senior leadership rarely made it down to the people actually doing the work, so teams were often the last to know about decisions that directly affected them. There was also a clear undercurrent of fear among some senior leaders that discouraged any real innovation or experimentation — better to play it safe than propose something new. If you're someone who thrives on clarity, planning, and a culture that rewards new ideas, this is not that environment.

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