Pros
-Two years ago, I would have rated as a 5/5. -Friendly, professional coworkers. Rarely come across someone at this company who I avoid. They do a good job picking people who fit with the positive culture. -The new management seems to be trying hard to get us back on the right track. They recently announced new pay bands will be coming next year that are market competitive and reforms to the bonus program. There are a lot of process and tool updates in the works. It's better late than never.
Cons
-Salary has not kept up with inflation. Bonuses (which were never much on the delivery side anyway) have basically been suspended for at least a year, maybe longer. Bonuses have historically been tied to company performance, not individual or project performance. So even if you deliver a profitable project, you get nothing if the company had an overall bad quarter. There is no incentive to do above the bare minimum at this point. -Very little opportunity for promotion as a PM. Senior PM positions basically do the same work as PMs, except they are more likely to be handed problem projects or difficult clients. EMs and Senior EMs often end up doing project coordinator level work. They hired new Senior PM roles from outside the company instead of looking at existing talent. Most of my job is 1/4 time or less PM or EC roles, which doesn't help me grow my PM skills and is difficult to juggle. Mentorship and professional development has been lacking. My pleas for work that grow my skills have been acknowledged and apparently ignored. -Very high workload. Burnout and turnover are now commonplace. The business model requires high level of utilization (billable hours) and small teams to be profitable. You often have 4 people handling an entire product implementation, everyone wearing multiple hats. The business model doesn't allow a bench of resources ready for projects, so resourcing is a nightmare. Resources are spread so thin that it's difficult to schedule project meetings because of the conflicts. -They completely mishandled the transition from Google Suite to Microsoft 365 AND the brand change from Cask to Ondaro IN THE SAME WEEK. Whoever was in charge of those efforts should have been fired. Not a single person I've met likes the new name. They didn't poll or consult the employees about the name change. I doubt they even did any kind of focus groups. Many people PERMANENTLY lost access to years of documents. Between the two fiascos, it's almost certainly cost the company hundreds of thousands or more in wasted time and productivity dealing with those issues. It was two massive unforced errors committed at the same time. -The operations end of the business is severely lacking, specifically accounting/finance, contracts support, and IT. Requests that should take a day or two often take weeks and require tracking people down to get it done. I submit a request and someone messages me for more information that is already on the request. Simply adding people to time codes has become a massive chore. If your project goes past the estimated completion date by one day, accounting won't extend the charge code without a change order. You put in a request and it sits because the request is broken, and the respective process owners don't do anything to get it fixed. The backend folks won't make common-sense exceptions when a process is broken or stuck somewhere. Knowledge articles for processes, org charts, job aids, etc., are all out of date, so you don't know who to go to for what. We have Slack and Teams to confuse things.
