A career-launching pad with room to lead, learn, and grow - Senior Vice President bei Gregory: Mitarbeiterbewertung

One of the best parts about working at Gregory is the emphasis leadership places on staying ahead of the curve when it comes to technology and other innovation like AI impacting marketing and PR. PR is a field where it's easy to become complacent - Gregory's training and service offerings ensure that every team member is well-positioned to serve clients and grow in their careers!

Your career at Gregory is really what you make of it. Opportunities for growth are readily available, but only if you raise your hand and work for it. If you're not a self-starter and passionate about growth, this may not be the place for you.

The work-life balance is solid, especially for agency life. Compensation is fair and in line with industry standards. There are also good opportunities for cross-company collaboration, which can be helpful for learning and exposure across different accounts and verticals.

I was initially drawn to the company because of its high employee retention. Many employees have built their entire careers here (from intern to senior level). However, that longevity also creates a very ingrained way of doing things. If you did not start your career here and do not immediately conform to the company’s specific, cookie-cutter financial services PR approach, you may encounter resistance. Coming in at a mid or mid-senior level can be particularly difficult. There seems to be an unspoken expectation that you adapt quickly to the established style without much room to challenge it. The experience of each team varies. In my case, we managed a high volume of accounts with limited managerial support and little backup from the broader team. Expectations were high, but support and alignment were inconsistent. Initial onboarding was also unorganized and challenging Ultimately, your experience depends almost entirely on your direct manager. In my situation, we struggled to align, and it often felt like mistakes were magnified while successes were minimized. When things went wrong, accountability did not always feel shared. That dynamic made it difficult to grow or feel confident in the role.