Brainlabs reviews

The progression. You'll progress so much in your first year and a half and then it's plateau all of the way from there. It would be great if the company could address the progression after AD/GAD (other than moving to strategy...) How are you expecting to keep bright individuals without showing them a future at the company? Prior to reaching the inevitable plateau, during your first year and a half, you'll be pushed to your limits and this can often lead to high stress/upset. In my experience, I was pushed too far and this often leads to client dissatisfaction, as they are expecting individuals with years of experience (rather than a matter of weeks/months). The pay. The initial pay is a joke, especially as you are expecting individuals to move to London for this role... It's simply not fair to use the (ever declining) perks to compensate for this, especially as most companies now have these perks as well as decent pay. The company socials. These have disappeared entirely! If they do ever happen, it's a cost-cutting activity. The Christmas party is a fantastic example of this - how can you not provide food during the evening event AND expect everyone to be feeling fine the next day?

- Capacity This is a long-standing issue at the company for client facing teams, and stems from a focus on profitability. Entire teams can be over capacity, but it can also vary within teams. For example, some account managers will be working on large but relatively unprofitable clients, and will never be given the support they need as it isn’t viable from a fee point of view. As noted elsewhere on this page, this has negatively impacted a number of people’s mental health. I question how much senior management actually cares about capacity vs. profitability, as (despite lip service) escalation has repeatedly lead nowhere in terms of real change that can be felt on the ground. This all contributes to churn. - Development Currently, no people managers have received formal management training (though this will be changing). At the moment, it’s down to luck whether your manager is naturally good at managing people. If not, there is little you can do. It’s also remarkable that your responsibilities can change over night, becoming an account director (managing people, handling client relationships), with absolutely no change to your pay and no structured training. This leads to weighing up the benefits of gaining management experience with high levels of responsibility and stress. Performance reviews and pay rises are also tied into profitability. This can lead to people being put through the ringer, then being told they have officially performed ‘below average’ because of the accounts they work on. Unsurprisingly, this doesn’t help with morale. - Senior Management The senior management team is made up of some talented individuals, and it’s a pleasure to learn from them. At the same time, their attitude to problems has been dismissive in the past, wilfully ignoring / de-prioritising systemic problems within the company while claiming not to. It’s clear they have their own priorities at the moment.