Pros
- For those directly out of college, there is an ability on some teams to advance to Sr. Consultant (allegedly a post-MBA role) after just a year; this is enabled by a very confused career ladder and hiring process, where one’s rank does not necessarily correlate with experience and age (at least and the lead associate level and below) - A matrixed, pyramid-based org structure can keep open opportunities elsewhere in the firm. There are some truly exceptional, caring and respectful managers out there, but they number few - Better firms will actively try to poach you if you maintain a LinkedIn profile
Cons
The commercial practice had hired dozens of people only to hand out lack of work letters a year later. That entry tactic was a poor decision for several reasons, but I learned that there is little strategic leadership or direction at the firm—nearly all decisions are the consequence of a highly political squabbling process through which managers negotiate and engage in petty territorial disputes over proposals, business lines and delivery staff. Having seen the behind-the-scenes political infighting, I can only say one thing—it’s ugly. The commercial practice will not establish itself until it finds some leadership and focus, and then hires both experienced business development and delivery staff. BAH still struggles with managing a public company that’s accountable for its results. For now, this will lead to erratic behaviors and decisions as the firm tries to find its balance between short-term needs (maintaining utilization) and long-term needs (strategic investments). Otherwise: - Talent quality is low on the commercial side; government side is highly variable, but trends toward being not-that-impressive (many say this wasn’t always the case) - Internal hires for the commercial will likely keep their government salaries (despite charging outrageous commercial rates); but external hires will be paid somewhat competitively. That said, those who leave will typically find better compensation (and bonuses!) with competitors. (I know I did.) - Annual review process is a labor-intensive sham that only creates the perception of objectivity and fairness; this ruse fools no one. In my assessment, I didn’t even get actionable or constructive feedback. It ended up being all praise, but with little reward or benefit. - As a public company, profit and growth will be a strong focus going forward. Government staff should expect more contractor roles, less interesting work and greater pressure to bill more hours. The partnership is now accountable to shareholders, and thus, they lose the luxuries afforded to privately owned firm (e.g. focus on culture, firm identity, etc.)