Verisk Retail - Developer Verisk Employee Review

2.0
Jan 9, 2017
Recommend
CEO approval
Business Outlook

Pros

Because Verisk Retail is owned by Verisk Analytics in JC, the benefits are quite good, so if that's your main focus then you're set. Most of the people were very nice and I enjoyed working with and around them very much.

Cons

This office has less than 50 people so climbing the ladder is virtually imposible, especially when they eliminate the rare positions that do open up. There is little to no room for advancement unless you're willing to relocate to JC. Turnover is very high for such a small place. There is a ton of drama at this office, and the environement can often become toxic. It's hard to stay there long term. People often quit after only a few months, some in as little as 2, and if a person doesn't quit at some point they will probably be let go. I saw over a dozen people come and go in less than a year, which is a very large percentage of this office's work force. Some left willingly, and some were just let go.Far more of each than is considered normal. Micro-management on newer products is a big problem, but if you don't mind someone watching your every move and dictating exactly how you do your job you'll be fine. Nepotism is also a very big problem here.

Explore other reviews about Verisk

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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