Synchrony
Synchrony Leadership & Management
This page was generated by Built In using publicly available information and AI-based analysis of common questions about the company. It has not been reviewed or approved by the company.
How are the managers & leadership at Synchrony?
Strengths in strategic clarity, values-led culture, and manager support are accompanied by uneven mid-level leadership consistency and limited public granularity on certain timelines and embedded finance priorities. Together, these dynamics suggest a coherent top-level direction and generally supportive management, with outcomes contingent on specific teams and evolving execution detail.
Positive Themes About Synchrony
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Strategic Vision & Planning: Senior leaders consistently communicate a focused direction built around partner-led growth, digital/AI-enabled credit, disciplined risk/capital, and a values-led culture. Leadership stability and recurring pillars across CEO letters and investor updates reinforce clarity of direction.
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Employee Empowerment & Support: Managers are often described as supportive, caring, and flexible, with emphasis on remote work and work–life balance. Career stories cite leaders who listen, provide coaching, and enable progression from frontline roles to higher levels.
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Development & Mentorship: The company runs structured programs to “lead differently” and invests in leadership development (e.g., Business Leadership Program, STEP, SLDE, Mosaic Leadership Institute). These initiatives aim to build inclusive leaders and tie behavior change to innovation, inclusion, and performance.
Considerations About Synchrony
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Unclear or Misaligned Goals: Execution details remain limited in public materials, including precise timing of growth re‑acceleration and where the company will lean most within “embedded finance.” Relative priority and expected contribution by vertical over the next 12–24 months are not always broken out.
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Biased or Inconsistent Leadership: Experiences vary widely by team and level, with pockets of bureaucracy, overwork, and inconsistent people‑management skills. Some leaders are characterized as political or “surface level,” and middle managers do not always live the cultural message from the top.
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Indecisive Leadership: Upper management is at times described as chaotic with too many meetings and slow decision‑making. Certain environments feel disorganized and bureaucratic, hindering timely decisions.
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