assistant vice president

vice president

analyst

associate

software engineer

Deutsche Bank

I’ve been working in the file room 3rd shift for half a year. Training is minimal but so is manager supervision. I was impressed with the covid benefits and especially with attendance benefits. You can have one unexcused absence a month to obtain the attendance bonus ($400/month). Headphones and covered drinks are allowed. There is a break room with 3 vending machines. The people are guarded but friendly. The job itself is incredibly easy. 

The issue I’m having is being offered things a certain way but then having those things taken back. One example, the attendance bonus was “lenient” (1 unexcused absence to get the bonus) but now clocking in even a minute past the hour counts as that one “unexcused absence” despite originally being told we have a 5 min leeway… making it virtually impossible to obtain. Another example is being given shift change options; 3rd shift is being cancelled and we were told we had several shift/time options. We all made our choices only for the options to get taken away. I chose this job bc it was 3rd shift so this is disruptive to my life plans. They then said there are only 2 time options but your station will change to one of several other areas where the job itself could be different; we again chose our options only to get THOSE options taken away. They said because were SO good that we’re going to help another specific area, IE we now have no option. I understand removing 3rd shift but I wish they wouldn’t give us options, it’s false hope.

Another issue I’m having is the lack of rule consistency. Tattoos and piercings are both equally “not allowed” but we were told 3rd shift was the exception and that we were fine only to get told recently that anyone with visible piercings will be in trouble; they didn’t say that about tattoos (which most of the employees are covered in). If tattoos are okay, piercings should be okay. 

Lack of equipment; for example I bring my own scissors, etc. 

The communication of this company is poor and it makes me sad. 

During my time at Deutsche BankI had 3 separate roles : Internal Audit / Credit Risk Management and Training Designer, Developer and Deliverer.

Being a member of the senior management team and having over 50 people to manage globally, my day often started before I physically went to the office, with international phone calls. 

Being part of the management team I had several responsibilities: direct report management, interface with fellow managers, coverage of certain key performance indicators and interface with external auditors and bank examiners; amongst others.

In this role I learnt to manage my time efficiently, make sure my calendar was completed and I made all efforts to prioritize my daily responsibilities.

I developed the ability to ensure delegating certain projects or task to direct reports, participate in divisional  special projects and make sure that I developed my performance  skills and expose my talents to  bank wide initiatives for continued and developmental exposure to other senior bankers outside of my division and deepen my brand and image within the bank.

Work place culture included a mandate to know the key players globally. This required frequent travel and attendance at global conferences.
The hardest part of the job was making  sure  my team was recognized by key players globally in order to secure their professional development  and advancement within the bank.

The most enjoyable part of the job was the diversity of task and people I could interact with in a given day. Travel really enhanced the cohesion with fellow bank employees, created a large and involved pool of problem solvers and made one have a broad understanding of  banking rules and regulations on a international level.

My experience at DB in Jacksonville, Florida has been, quite frankly, astonishing for all the wrong reasons. Leadership, under the direction of Brian Fay, the site head, and Ashley Drugg, the head of HR, has shown an unwillingness to engage in meaningful business conversations regarding the management team.
Those reporting directly to Brian and Ashley, or within their hierarchy or matrix structure, frequently lack even the most basic management skills. They consistently reject opportunities for leadership development and coaching. There is a noticeable air of complacency among the management team, as though growth and improvement are beneath them even when serious and persistent deficiencies are plainly evident.
The mass exodus of former managers to competing firms cannot be ignored. It has left behind a leadership group whose approach and culture remain largely unchanged. With the same site and HR leadership still in place, the prospects for cultural improvement are, unfortunately, bleak. This is further exacerbated by a steady stream of negative media coverage tied to this location, raising serious questions about the kind of culture being maintained or ignored within the organization.
The situation calls for immediate action. Rigorous investment in leadership development and a genuine commitment to vetting anyone placed in a people management role are not just recommended they are essential for the future of this office.

Brian and Ashley have to prioritize genuine development training for all leadership teams, including Managing Directors, and ensure that all managers are properly vetted. Without these decisive measures, it is highly unlikely that the negative culture and persistent management deficiencies will improve.

A typical day at work would be me coming in, checking my emails and checking our general email that contains our appraisal files. This mail box has to be monitored daily for updates and time sensitive appraisals. If there are appraisals that need to be distributed to our internal appraisers, I print, save, and assign. I also maintain our group database with all of the appraisal files and appraisal values.
I review what expenses need to be paid and assure that I have all documents in order for them to be paid. Throughout the day the appraisers give me contracts that I send out to external appraisers that are requests from our underwriting and deal team. These contracts can either go out nationally or internationally. There are a lot of adhoc assignments throughout the day as well.

I work independently with minimum to no supervision. I would say being able to work on my own is the most enjoyable part of my job. Its helps me to prioritize and allows for me to feel very responsible.Everyone is mostly busy throughout the day, so there isn't very much time for socializing but my coworkers are very pleasant. During my tenor at a previous company that dealt with default mortgages, I was a team leader. If I had to say that there was a con to working here, I'd say not being a team leader and helping my other team mates by sharing my skill and knowledge would be one.

The hardest part of my job was when I first started. I was basically thrown into the position with no training, so I had to improvise. Thankfully I was able to acclimate to the system and the responsibilities smoothly.

	Preparation of annual accounts for different types of Funds (Hedge Funds, Private Equity Funds of Funds, Real Estate Funds) in accordance with required accounting framework (Mainly, Luxembourg GAAP & IFRS) and any required disclosures notes,
	Generate and maintain on timely basis the general ledger of funds within my portfolio based on quarterly or monthly valuation of the Fund. Fund information are analysed and process after receipt from the General Partner, Custodian, Brokers and any other relevant third parties. The general ledgers and investors reporting are derived from accounting system.
	Calculate and record management and performance fees
	Reconcile cash balances open positions to the Fund’s internal schedule and brokerage or custodian statements to be submitted to the investment advisor or stakeholders,
	Prepare year end audit paper work package and coordinate with auditors. Deutsche Bank fund accounting services have been tested and documented in SAS 70 Type II audit.
	Allocate income, losses, expenses and distributions among the investors in accordance with the Fund issuing documents,
	Calculate the investor capital or holding balance in accordance with the Fund issuing documents,
	Preparation of monthly or quarterly Net Asset Value (NAV) pack and reporting account to investors and publication on a secure web based data room 
	Maintain original subscription documents and investor correspondence received
	Coordinate and process capital calls and distribution cycles,
	Assist that the various types of Funds to comply with the regulations and anti money laundering rules.
	Handle investor queries as directed by the Fund

I worked at Deutsche Bank for over 16 years.  My role as a Global Department Head, required me to embrace a wide spectrum of duties and concerns including, people management, subject matter expertise,  process re-engineering  and management  of global projects both inside and outside of my primary duties . I was called on to speak at internal/ external seminars and I mentored and coach many junior employees. 

Of the many things I learned in the performance of my roles at DB, was my responsibility to the organization. I learned that my responsibilities within any role I performed were far wider than  I originally imagined. As a manager, I became very adept at communicating within the broader organization, forming alliances with fellow departmental colleagues, continually searching for ways to improve processes and save time and money while developing  future leaders in the organization. This came from my work with training, learning& development and leadership programs. I don't believe in working in silos.

The most enjoyable part of my job was discovering and nurturing talent. I designed and developed over 44 on- line courses for the Risk Management Department. In addition, the Compliance training course development was also part of my purview; which involved the global delivery, management of  as well as the  monitoring and measuring course delinquencies.

In over 10 years of my IT career I have never seen such bad work atmosphere with so much panic and work pressure from chain of managers over you. Everybody is president , vice presidents and managers.. too less people who really work.. so of course work pressure... That's what managers are for right? Make tech slave labor work. or how else managers will get big bonuses?

Their new policy is to lure tech guys from other countries or other states to leave their good jobs dreaming big bonuses and peaceful life , come to this remote location of Cary...then make them work like slaves. Hire one senior tech guy and the hire four beginners so that this experienced guy will actually teach the beginners everything and even do their job... as they are "no-vice".. so make sure you are not that "experienced guy"

This is not a bank. It's a bank's IT development center. So basically we develop applications for bank. So it works like a IT shop with all that comes with it....

Every body ready to cut your throat to get anybody out of his bonus way. Everybody looks like in pressure and panic state.
If you are looking for great work atmosphere and  peaceful life where you can work and do some innovative work.

DON'T come to this Cary Development Center. 
Only join this center , if you just want good pay and bonuses...but you should be ready to take this much stress, panic , and ready to be micro managed by omnipresent managers.

A wonderful organization with operational and functional teams located worldwide. My experience was focused on working with Program and Project teams located in Asia/Pacific, Europe and United States, and the Development/Deliver team located in UK.  As a consultant for the implementation of Demand Management initiative I had the pleasure of working with and expanding the operational business teams (primary stake holder organization teams) and the implementation teams which collectively defined and then completed the implementation of the CA Clarity project framework and integration of this with numerous Deutsche Bank vendor management and billing processes.  The net result was the consolidation of all program and project management functions covering full capital investment life-cycle management.  From ideation (project proposal) to project approval with linkage to key business areas under programs and business initiatives under various business portfolios. Final migration of all financial management functions related to projects was completed in May 2014 providing the final phase of the Deutsche Bank Operational Excellence initiative to provide a primary source of all program and project management information for the bank.

Most of the management lack any people skills, and for the most part are not respected. Personalities of management are stilted and stoic. It is difficult to be yourself for fear of being taken out of context. HR is staffed by people that lack any social skills. Extremely politically correct. Understand most folks in any work environment are diverse, and by all means in my experience you respect and learn from that diversity. Fact is we all have families, friends, happy days, worried days, and personality. In my experience you find what we have in common, keep a sense of humor, be honest and candid, but realizing whether it is a maintenance worker or CEO, All need to be treated with genuine respect, My mantra was a smile and end the conversation with "Enjoy the Day": I am proud of the colleagues I have known, learned, and work with globally and earned their respect by being genuine, as noted by their endorsements. 
Sadly, the same is not true of DB management, few people skills, but an ability to play the politics to those they cowtow to, albeit to the distress of those that serve under them, not to mention the legal, ethical, and dishonest practices that cost stockholders billions in fines and penalties. Please understand, it is my opinion, but compared to my years in IT, At  Tandem, Siemens, and Bank of America,  Management was 180 to the plus of what I experienced at DB.

A typical day involved processing checks as per client instructions, preventive maintenance on heavy check processing and imaging machinery, balancing account financial data, initiating transmissions to clients and completing end of day processes. Other activities included sorting mail per lockbox number, extracting lockbox accounts manually and on Opex machines, batching checks and remittance documents per specific client instructions, image capture of extracted checks, data entry for check amount verification, check encoding, quality check of encoding, reassociation of check images to remittance documents per client specific instructions, and mailing of daily remittance information to clients.

I learned all aspects of lockbox operations as described above.

Management was very progressive and focused on the client experience and employee development.

My co-workers were very skilled in the extraction process which allowed us to exceed results.

The hardest part of the job was quality control because of the tremendous volume and manual processes involved.

The best part of the job was being part of a team that exceeded results and maintained a very low error rate.

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