My experience with the company started well, but the last two years became increasingly difficult, leading to a very challenging resignation.
For two consecutive years, there were no salary increases or bonuses, even as workloads grew heavier and market salaries rose. Pay remained below industry average, adding to the frustration of being overworked and undervalued.
While the company promotes values like ethics, excellence, and well-being, these are rarely reflected in day-to-day operations. Mental health initiatives were publicly advertised, but when employees struggled with work-related pressure, little genuine support was provided. Project assignments were non-negotiable, and expectations remained high, regardless of circumstances.
Consultants are expected to manage multiple projects with very limited time for proper delivery or testing. Many end up covering additional roles like business analyst, senior developer, project manager, and scrum master — roles that formally exist but are often unavailable in practice, leaving consultants responsible for nearly everything.
The ‘strategic group’ frequently made decisions disconnected from project realities, creating unnecessary challenges for delivery teams. High turnover has been a natural consequence of these poor decisions.
Recognition is also uneven. While achievements are celebrated at leadership levels, those handling the actual workload receive little visibility or acknowledgment.
Despite promoting itself as a ‘multi-territory’ business, clear differences exist in how regions are resourced and supported.
The company also highlights its ‘Great Place to Work’ certification, but the survey process appeared inconsistent, with uneven distribution and repeated reminders to participate, raising concerns about the results’ accuracy.
Finally, the resignation process was unnecessarily drawn out, with a long notice period adding more strain to an already difficult environment.
