Slalom Silicon Valley - Mismanagement Galore - Consultant Slalom Employee Review

1.0
26 Nov 2018
Recommend
CEO approval
Business outlook

Pros

- Local model; every office is autonomous - You get to work with a talented pool of consultants (largely ex-Big 4) - Slalom has a good client base, especially in the SF Bay Area

Cons

- Salaries are not competitive. Yearly bonuses and appraisals are below par - Benefits are not at par with industry and comparable consulting firms - The internal promotion process is very flawed and ambiguous - The leadership team (account and people managers) lack people and client management skills and never have your back

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Slalom Response
7y
This is John Tobin and thanks for the feedback. We have heard about the ITP process in general (not just SV) and this is something we hope to address more all up within Slalom in 2019. In terms of equity - this is not isolated to just leaders. We look at people who are driving the business and also consider tenure at Slalom to be a key factor. I admit - often this is people who are in leader roles, but there are many in the company who are not leaders, but have equity. I'd be happy to chat more with you about this or other feedback you have - simply email me at johnt@slalom.com to set up a time to talk. Alternatively, if you’d like to share more feedback anonymously, please consider doing so via this survey: http://slalom.ws/anonsurvey. Cheers

Explore other reviews about Slalom

5.0
15 Apr 2026
Recommend
CEO approval
Business outlook

Pros

Great place to work and life balance

Cons

Not a great palce to work

2.0
11 Jun 2026
Recommend
CEO approval
Business outlook

Pros

•There is an impressive budget, especially for high-level events, ancillary experiences, client giveaways, and premium swag. Management does not hesitate to fund top-notch brand experiences when needed. •The company offers a highly competitive benefits and perks package that remains a strong selling point.

Cons

•The "fiercely human" core value does not match daily operations. Collaboration is routinely replaced by a self-service model of training videos and help articles. •These recurring shifts are designed to manufacture the appearance of fiscal stability for the benefit of external stakeholders and clients, while leaving core operational deficits unaddressed. •Organizational maturity is low. Teams operate in deep silos, the internal tech stack is outdated, and there is a distinct lack of adequate project and event management software.

3
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