Stable company/low competency middle management - Assistant Vice President Chubb Employee Review

3.0
21 Oct 2024
Recommend
CEO approval
Business outlook

Pros

I've been with the company for almost 19 years, departing once for another opportunity. Good benefits, continuous growth. I'd still recommend it for new hires, depends on your track and where you want to grow. Support functions are the leanest and most overlooked for investment and growth, but it's still pretty solid. You want a place to stay for the next 5 years and get some experience and street cred on your resume, Chubb is it.

Cons

I worked in Ops/IT for a large part of that time and there was so much change in leadership and from what I can tell still is. The company doesn't make the right investments in technology, is only interested in technology that supports external customers, no investment in internal process improvement and operational excellence. They talk about DEI and sponsor resource groups and yet, every C level promotion is a middle age white male, even in APAC regions! I'm currently managed by said middle age white male and he can barely share a document in One Drive using the link feature and yet part of his responsibilities includes technology oversight for our department. The bar for white male leaders is low and its tiring. The rest of us have to be excellent in order to keep the wheels from falling off.

Explore other reviews about Chubb

5.0
11 Jun 2026
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

It has good people there

Cons

A lot of time spent underwriting

2.0
22 Jun 2026
Recommend
CEO approval
Business outlook

Pros

Business side is smart and is superb at their product

Cons

The IT organization struggles with structural challenges that impact efficiency. The offshore-heavy model in India means US-based employees regularly work early hours to stay aligned, which is unsustainable long-term. The workforce is heavily weighted toward a high-headcount service model rather than investing in strong engineering talent — you need fewer, better engineers, not more bodies. Central tech functions are attempting to build platforms, but without a clear shared understanding of what a platform actually means, these initiatives remain incomplete. The result is heavy manual workarounds propping up half-finished solutions. Strategic direction shifts frequently, and ongoing layoff announcements make it difficult to plan or build momentum.

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