- Pay is significantly lower to competitors such as EY-Parthenon, Strategy&, Accenture and Deloitte Monitor etc
- No training provided at all. Expectation is that juniors will learn on the job despite having no background in certain project types such as post merger integration. Juniors with no PMI background will be expected to perform to a high standard despite no prior experience or education on the topic with limited support from more senior staff.
- Lack of high quality mandates and no deal pipeline. The UK team's mantra is learning on the job yet there is limited engagements which results in analysts constantly doing BD work on behalf of senior managers who struggle to use CapIQ and MergerMarket independently.
- Limited career progression. A combination of factors contribute to this theme however the UK Capital team office face slower promotion cycles than their European colleagues perhaps due to lack of training, lack of project work and lack of strong leadership who can take the practice up a level.
- Senior leadership team in the UK look past glaring issues and concerns that the junior team have, rather they are more focused on seeing if negative feedback is being accurately recorded or if it is being misinterpreted as negative instead of fixing the problem. This lack of empathy, compassion and responsibility has instilled poor motivation across the team who feel drained on a regular basis.
- Overall a very bad culture, with the only upside being aware of how not to run a practice. The team's >50% attrition rate over the course of Capital UK's inception is a testament to this.
