Companies QAD

QAD

Mid Suffolk, England

1,678 Total Employees

Year Founded: 1979

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What It's Like to Work at QAD

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 it like to work at QAD?

Strengths in mission impact, collaborative teams, and a broad, evolving product portfolio are accompanied by challenges stemming from ongoing transformation, including uneven stability and management consistency. Together, these dynamics suggest meaningful work and growth exposure for change‑tolerant individuals, with experiences varying notably by team, role, and region.

Positive Themes About QAD

Mission & Purpose: Work centers on real manufacturing outcomes—factory productivity, frontline engagement, and supply‑chain execution—making impact tangible. Feedback suggests the domain feels meaningful due to direct customer operations on the shop floor.
Team Support: Colleagues are frequently described as supportive and collaborative, fostering a friendly, team‑oriented environment across global groups. This dynamic enables knowledge‑sharing and helps new hires ramp through mentorship and peer help.
Innovation & Products: A broad and evolving portfolio—ERP, supply chain, Redzone connected workforce, and Advanced Scheduling—creates chances to solve cross‑product problems. Ongoing M&A, alliances, and AI initiatives provide visibility to new capabilities and integration work.

Considerations About QAD

Job Insecurity: Layoffs, reorganizations, and outsourcing in certain regions have been cited since 2025, making stability feel uneven by team and location. Stability signals vary across business units and geographies.
Change Fatigue: A faster cadence with tighter metrics, weekend work in spots, and evolving RTO expectations signal sustained transformation pressure. These shifts elevate pace and policy rigidity during the SaaS and AI push.
Weak Management: Top‑down approaches, unclear guidance, and inconsistent expectations are cited in multiple areas, alongside concerns about leadership empathy. Leadership transitions coincide with uneven clarity on direction and execution.

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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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