Reckitt Marketing reviews

I joined the company full of energy, hoping to build a long-term career in brand marketing. Instead, I found myself juggling the responsibilities of both trade marketing and brand management — without clear structure, support, or guidance. At an early stage in my career, this imbalance made it difficult to succeed, and eventually led to me being let go. The internal culture in the department was highly political. Advancement didn’t depend on merit, performance, or effort — it depended on favoritism, background, and personal biases. Leadership openly expressed preferences for people from certain universities or demographics, and those who didn’t “fit the mold” were often overlooked or excluded. My direct manager, who wasn’t part of the inner circle, received no support — which directly impacted me as well. There was no real performance management or coaching. When things went wrong, the default response was dismissal — no feedback, no development, no second chances. At one point, I was bluntly told, “You’re not wanted here and you we don't owe you a reason ,” with no explanation beyond personal preference. One incident that really stayed with me: during a late-night meeting that stretched until 2:00 AM (a frequent occurrence), a senior employee (60+) briefly dozed off. A leader in the department took a photo and posted it on her personal Instagram — a clear reflection of the toxic, performative culture that dominated the team. Despite this, I did find one supportive colleague — someone who showed me what good leadership and mentorship should look like. I’m still grateful for that. Looking back, the experience was painful, but eye-opening. I now see the dysfunction and lack of fairness that I couldn’t fully make sense of at the time. I’m sharing this to help others approach their decisions with full awareness.

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