Aggressive offshoring and nearshoring displaced established U.S.-based teams,
Extremely high turnover, with a significant majority of people leaving or being let go over a short period,
Projects were frequently transitioned across teams and regions, resulting in poor continuity and unclear ownership,
Many client engagements were under-scoped, cost-constrained, or short-term, limiting the ability to deliver sustainably,
Sales and delivery expectations were often misaligned, increasing pressure on teams,
Client instability and frequent resets compounded project churn,
New technologies were adopted without sufficient in-house expertise or enablement,
Hiring decisions often prioritized speed over fit, leading to mismatches and rework,
Bench employees were frequently overlooked or underutilized, leaving capable people without clear direction,
Bench periods could offer good work-life balance, but often lacked structure, guidance, and meaningful opportunities to contribute,
Knowledge transfer was inconsistent, increasing delivery risk and frustration,
Feedback often arrived late, after issues had already escalated,
Senior leadership engagement with front-line employees declined over time, reducing visibility and alignment,
Promotion standards were inconsistent and lacked clear, transparent criteria,
Past performance issues were sometimes resurfaced selectively, rather than being addressed consistently and in real time,
Accountability standards differed between management and individual contributors, with consequences applied unevenly,
Compensation was relatively low compared to market expectations, especially given workload and responsibility,
The performance review process was time-consuming and bureaucratic, with limited actionable feedback,
401(k) benefits were removed, reducing long-term compensation competitiveness,
Paternity leave was limited (two weeks), well below industry norms,
“Unlimited” PTO created ambiguity and often discouraged time off in practice,
Certification support was limited to a single, often rushed attempt, with little flexibility or follow-up support,
Limited structure or support for burnout and disengagement,
Recent positive review trends appear to reflect the experiences of newer offshore or nearshore teams rather than those of longer-tenured U.S.-based employees,
