BSC Analytics Reviews

To preface: this is all obviously based on my personal experience and anecdotal stories I gathered from other engineers who worked here. Roughly 30% of engineering staff (0% of leadership) was laid off during my brief tenure here. Leadership clearly has very little clue what they're doing or the direction they want to take the company in - they've pivoted ~3-4 times in the last 2 years alone. Similar to another ex-employee here, I was laid off shortly before my 1-year mark with the company. It became readily apparent that they bait-and-switch employees with promises of amazing benefit plans (401k match, "unlimited" PTO, good insurance) to goad you into working ridiculously long hours (it was not uncommon for most engineers I knew here to work 10-12+ hour days and over weekends consistently), while leadership barely clocks 20-30 hours per week (and very obviously works multiple jobs in large part), only to lay you off under false pretenses once they're done with you. This business practice obviously creates a very toxic culture where people are incentivized to look out only for themselves, contrary to the "we're a family" vibes they like to give off during recurring "check-in" calls (designed to keep you working extremely long hours and enduring the abuse) and interviews. (Poor/amateur) gaslighting is also frequently utilized to manipulate you into hitting impossible performance metrics that seem to be purpose-crafted to mark basically everyone as an average performer with the carrot-on-a-stick of tempting bonus programs (which you will most likely be penalized for pursuing). We'll call my PM "Daniel" for sake of the story. Daniel frequently outright blocked me from completing client work I was assigned (by him), seemingly to reduce the number of hours I could bill + hit his KPIs. He also repeatedly stole my work and re-assigned it to others, blocking me from hitting my own KPIs on billable hours per sprint. He repeatedly pulled tickets I was actively working on off my board mid-sprint (without telling me) and reassign them to engineers he favored, padding their numbers at the expense of mine. Several times I also caught him lying about progress of my work to the client, making it look like I was much further behind on tasks that I had clearly given them a progress report for just minutes prior but NEVER doing this behavior with other engineers. I tried to give Daniel the benefit of the doubt at first but this pattern of behavior was clearly malicious in hindsight. This misalignment in KPI achievement (engineers told to bill as many story points/hours as possible, PMs told to bill as few as possible) leads to natural conflict between engineers and leadership, and clearly needs to be fixed/removed. Daniel would regularly have to play "Russian Roulette" with story points, deciding (usually arbitrarily) who he would allow to hit the 16pt sprint goal, and give extremely confusing mixed signals on how to achieve (obviously impossible) over-arching goals that he had zero idea how to hit, rather than just admitting he didn't understand. He was also very unreceptive to any feedback - points often had to be repeated forcefully several times in an argumentative manner before he'd engage, which shouldn't be necessary in a professional setting. Overall, BSC's business model seems to be like any other bodyshop consultancy: over-hire (with the easy interview process others here have noted) then cull roughly 20-30% of staff roughly every year. Leadership also seems to have a very transparent pattern of hiring (and keeping) their "friends"/"buddies" - ex colleagues, family friends, etc. It's pretty obvious based on how some of the folks here interact and the unfair performance standards certain members of technical staff are held to compared to others.