Companies QAD

QAD

Mid Suffolk, England

1,678 Total Employees

Year Founded: 1979

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QAD Career Growth & Development

Updated on February 06, 2026

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.

What's career growth & development like at QAD?

Strengths in skill development infrastructure, leadership roadmaps, and a stated internal-mobility ethos are accompanied by indications of limited mobility and opaque, uneven advancement in certain areas. Together, these dynamics suggest meaningful growth potential where teams leverage the programs, but promotion pace and clarity are likely to depend on specific team, function, and location.

Positive Themes About QAD

Skill Development Resources: QAD highlights role-based Digital Learning, simulations, and manager tooling to support continuous upskilling across roles. Company materials position these resources as foundational for building skills that enable mobility and career progression.
Internal Mobility: Company communications encourage “promote when possible,” positioning upskilling as a pathway to internal promotion. Published examples of intern-to-manager progressions in specific regions reinforce that internal moves do occur.
Leadership Development: HR materials describe an employee-driven development approach with a leadership roadmap spanning leading self, others, and the business. Recurring check-ins and recognition programs are cited as mechanisms to support growth into greater responsibility.

Considerations About QAD

Limited Mobility: Some descriptions point to weak salary progression and limited promotion prospects in certain groups and locations. Advancement is portrayed as slower or less frequent in parts of the organization.
Opaque Promotions: Allegations of favoritism or nepotism suggest advancement decisions are not always transparent in all areas. These signals imply uneven application of promotion criteria across teams or regions.
Unclear Advancement: Statements about policy versus practice indicate inconsistent promotion outcomes across groups. Variation by team, function, and geography is described, pointing to uncertainty around advancement pathways.

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The insights on this page are generated by submitting structured prompts to some of the most popular large language models (“LLMs”) and summarizing recurring themes from the responses. Because the insights are generated using AI, they may contain errors. The insights do not necessarily reflect internal data, employee interviews, or verified company information. They may be influenced by incomplete, outdated, or inaccurate data, and may vary across LLM providers. These insights are intended for informational purposes only and should not be interpreted as a factual or definitive assessment of a company's reputation. Built In makes no representations or warranties regarding the accuracy, completeness, or reliability of this information, and disclaims any liability for any actions taken based on this information. If you are a representative of this company, and would like this page to be removed, you may contact us via this form.

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