Great people, great mission, horrible post-merger executive leadership - Principal Consultant Ellucian Employee Review

2.0
Mar 2, 2013
Recommend
CEO approval
Business Outlook

Pros

Wonderful people, some truly great clients, flexibility of being a remote employee, fairly good overall benefits (but 401(k) matching reduction still stings), travel with the consulting jobs (if you enjoy being a road warrior).

Cons

Salary freezes, below-market pay in many cases, bonus plans that are constantly being reduced, executive management that is causing a lot of hostility and frustration with employees, and doesn't listen to us. Customers who are increasingly frustrated with being charged higher prices than the competition and a stagnant development cycle. We're falling behind the times with regards to our software, and newer companies are providing more attractive solutions that cost less, while our executive management doesn't really deal with those problems effectively.

Explore other reviews about Ellucian

5.0
May 11, 2026
Recommend
CEO approval
Business Outlook

Pros

Work-life balance is amazing, great team to work with. Lots of opportunities to advance and learn new things

Cons

None. I've had an amazing experience working for Ellucian!

1
1.0
Apr 14, 2026
Recommend
CEO approval
Business Outlook

Pros

Ellucian had some genuinely brilliant people. I mean real talent. Smart engineers, sharp support people who could look at a broken system and somehow see both the problem and the political disaster hiding behind it. A lot of people there cared deeply about higher ed. They understood that colleges and universities are not just “customers.” They are institutions trying to keep students moving, faculty supported, and operations alive with systems that often looked held together by duct tape, PLSQL scripts, and institutional trauma.

Cons

Then there was the C-suite. Every company has executives. That’s normal. But this group often felt less like corporate stewards and more like LinkedIn influencers who accidentally wandered into an ERP company. They seemed distant. Aloof. Not deeply engaged with the actual work, the clients, or the people carrying the weight. There was a lot of executive polish, a lot of corporate language, a lot of “vision,” but not always the kind of grounded leadership that makes employees say, “I trust these people with the future of the company.” At times, it felt like the people closest to the customers understood the business better than the people paid the most to lead it.

4
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