BluePrint Research Group Reviews

Unfortunately, BluePrint is unable to recognize and retain the talented employees they hire, and eventually they become demotivated, nonchalant, and are often on the brink of physical and mental exhaustion. Professional development is a joke as upper management cannot be bothered to give employees timely, constructive feedback, instead opting to provide negative feedback months later, which is often used to withhold promotions. Key Cons: - There is no work life balance. 60 hour work weeks are the minimum; this job will pervasively infringe on your life until you have no life left - Project timelines are insane. Senior management refuses to set realistic client expectations, preferring to say yes to every request and agreeing to unrealistic timelines to win projects, which often leads to late, error-ridden reports that are over scope - Being cross-staffed is a nightmare. There is little to no consistently across offices, with each partner having a different set of expectations and best practices that you are somehow just supposed to know - The pro bono and shark tank projects, though touted by the 5-star reviewers and well meaning, are not optional and add undue stress as they were highly time consuming and further cut into the already non-existent work life balance - While the initial trainings were decent, the cohort-lead trainings often became the blind leading the blind, were provided too late, or did not offer any useful information - Employee turn-over is atrocious. While I realize most people do not stay in consulting long-term, in a little over a year, half the company left - No matter how educated or experienced you are, as an associate or consultant, the majority of your time will consist of transcribing and/or moderating interviews - The company promotes themselves as experts in key disease areas, but therapeutic expertise often leaves with employees and a lot of information is siloed. If you want to get up to speed for a project you are often left to your own devices

Senior leadership has little grasp of how to retain their employees – with the abandonment of Chicago office and 6 departures in 4 months in SF, it’s clear that they cannot maintain the growth they’ve been striving towards. The founders let their ego dictate how to run the business – from punishing or pushing out employees who voice their concerns / own opinions to rewarding lazy employees who remind them of themselves. There is no recognition for the extensive emotional labor performed by a select few Consultants / Managers and minimal calibration of workloads across offices / pods, which sets unfair expectations for promotion. Training includes a set of recorded sessions to learn the basics, but most of the consultants who knew the business have left, so now it’s the blind leading the blind in many ways. When they bother to come in to the office, many Partners are condescending and demotivating to their undertrained Associates, leaving all project responsibilities and hands-on training to the Consultants. Most Partners also shy away from providing constructive feedback directly during projects, but instead complain to your development manager after the fact - hindering promotions when nothing can be done to course-correct. The worst part of the job was the clear disregard for the well-being of their employees. Leadership continues to just slot in the next employee on a project with no regard for their background or experience level in performing the task / project at hand. Each employee is piled on and pushed until s/he breaks and then that failure is held against them. Numerous coworkers experienced panic attacks or took time off for mental / physical health recovery after brutal project timelines and extensive travel – just to be held back from promotion when they returned.