• The company has hired a clearly graduate-labelled role (“Marketing Graduate”) in London with “previous internship is a plus, but not required,” which is a real first-role entry point outside engineering.
• Verto advertises ongoing hiring across many departments via a centralized jobs board, but most roles visible publicly are not framed as “0–2 years” or “new grad” pathways.
• The company does not publish a recurring internship or graduate programme page with intake dates, eligibility rules, and conversion expectations, which makes early-career access feel opportunity-by-opportunity.

‍

• The company has interview feedback showing structured steps in some processes, such as an initial talent call followed by a skills or aptitude assessment and then interviews with management or a panel.
• Verto has candidate reports praising coordination and detailed feedback from talent staff, which matters for early-career candidates who need clarity on what “good” looked like.
• The company also has candidate reports describing high-effort, role-specific tasks that felt close to unpaid consulting work, which is a fairness risk when candidates are asked to produce business-ready solutions.

‍

• The company lists “Learning & development” as a stated benefit on the careers site, which is at least a visible commitment to ongoing skill-building.
• Verto frames the Marketing Graduate role as hands-on exposure across campaigns, content, analytics, CRM, and events, with guidance from experienced marketing professionals as the role grows.
• The company does not publish a junior onboarding plan, mentorship structure, or early-career training pathway by function, so learning support beyond role-by-role intent is hard to validate.

‍

• The company markets a baseline benefits package that includes comprehensive health plans, generous holiday, and a pension plan, which supports stability for early-career hires in locations where those benefits apply.
• Verto has public review aggregates suggesting compensation and benefits sit around the mid-range rather than clearly above-market, which is typical for scale-ups but still a watch-out for first-job candidates with limited negotiation leverage.
• The company rarely publishes salary ranges on externally visible job ads, so early-career candidates have to do more guesswork on pay fairness before investing time in the process.

‍

• The company has public employee sentiment showing a majority “recommend to a friend” score and a mid-level “career opportunities” rating, suggesting outcomes are mixed rather than consistently fast-moving.
• Verto has a public internal-growth story tied to the India office, where a long-tenured early regional hire is described as having grown into senior leadership as the local team expanded, which is a concrete progression signal even if anecdotal.
• The company does not publish early-career outcomes like graduate retention, time-to-promotion, intern conversion, or internal mobility rates, which limits how confidently a candidate can predict progression.

‍