MetLife

43,000 Total Employees

Year Founded: 1868

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MetLife Leadership & Management

MetLife Employee Reviews

Leadership made a huge difference. My manager gave me advice that changed my approach: Don’t wait for chances — create them. Build connections, stay curious, and turn challenges into opportunities. He backed up that advice with real guidance, helping me understand our product culture, coaching me for big events, and always listening to my ideas. Having this support gave me the direction I needed.

Jing Huang, Software Platform Engineer

We have a strong leadership that I trust and who authentically care for our shareholders, our customers, and our employees. It’s why I’ve stayed with MetLife for 17 years when prior to MetLife, I rarely stayed with a company for more than 3 years.

Samantha Heron , VP Global Head of HR Business Controls

MetLife has a unique work culture. Leadership is very approachable and the opportunity for advancement is always there.

Pete Clarke , ADA Unit Leader

Everyone has different skillsets and motivations. As a manager, my job is to create an environment where they can thrive. I take great pleasure in learning about my associates, understanding what drives them to succeed, and providing them with opportunities to do so. This approach aligns well with my empathetic nature and my ability to understand people, serving as a sounding board and listening to what is important to them.

Erica Provido, Assistant Vice President

What People Are Saying About MetLife

Strategic Vision & Planning: Leadership retired “Next Horizon” and launched the five‑year “New Frontier” program with clear pillars that are repeated across investor materials, CEO letters, and filings. The strategy is framed as an evolution with continuity of direction.
Purposeful Goal Setting: Management set explicit, time‑bound financial commitments (e.g., adjusted EPS growth, ROE, expense ratio, cumulative free cash flow) that give stakeholders measurable markers to track. Updates in earnings and investor decks tie performance to these targets.
Accountability & Follow-Through: Communications consistently report progress against the plan and align governance and incentives to “New Frontier,” including organization‑wide rollout and board alignment. Early performance commentary cites results as proof points that the plan is on track.