CapTech reviews

CapTech is super reactive to whatever they happen to be able to sell. From my level it didn't appear to have any sort of strategy for growing or preparing consultants for skills that would be needed in the future because even leadership has no clue what they're going to sell. Company meetings are a joke - they're mostly silly videos of Principals because there wasn't any sort of strategy to go over. There's a strong culture of "internal work" - doing non-billable hours above and beyond your 40 hour work week to either gain new skills or contribute to the company. Expect to work more than 40 hours each week, though excessively long weeks are rare or voluntary. Because management is reactive, internal requests can be frustrating because demands change too quickly. This company is beginning to expect more travel and does not have the infrastructure in place to appropriately reward you for that. In the smaller offices (<100 people in the office), the culture is largely driven by the office lead, so the experience may be significantly different from the culture from the larger offices. Staff aug. This is probably the only topic that you can't get leadership to be realistic about. They continue to claim that they only sell staff aug in rare circumstances, but that's just not the case. Some of the staff aug that they sell is still high quality work! Knowing the right person is crucial to your success.

- If you're a young career professional, hungry to advance and ready to work hard and be challenged, CapTech is not the place for you. If you're content on just needing a 9 to 5 gig and need a decent paycheck, CapTech can provide the stability you're looking for. - CapTech's marketing and recruitment taglines are disingenuous to the reality of the work actually performed at the company. CapTech is a staff aug company. Management will tell you otherwise and that they target "meaningful" work but this is not how it actually plays out. Changes are you will find yourself in a staff aug role totally unrelated to the role you were hired in as. - Leadership can suppress career growth based on ambiguous requirements and whether you maintain close relationships with the folks at the top. Growth of one’s career should not be held to X years of experience in the workforce or X years of service at CapTech but rather ones performance in a role and their ability to perform at the next level. CapTech will say they agree but in practice this is not how it plays out. Your promotion to the next level and your placement on more advanced projects funnels itself through a single point of failure which is local office leadership.