Company produces a niche market product aimed at large utility and telecom companies and already has most of North American companies covered as clients. They have been trying to break into the oil/gas industry as well as international markets, but have not gained any real traction in the last few years.
Layoffs are fairly common, with the axe tending to fall about once a year. They tend to staff up in anticipation of a large client contract, but then have to cut people should the contract fall through.
Software product is fairly antiquated and is badly in need of a rewrite. They initially staffed up with a development team to do so in 2014, and then turned around and terminated half the team and outsourced the work to India.
Company was recently purchased by a capital investment group with the intention of flipping the company in five years. As a result, most key decisions are made by board members who are highly distant from the rank and file employee. The executive team seems to have little real control of company decisions.
New professional services hires are initially given dull assignments involving heavy travel with lengthy stays at customer sites. They tend to recruit freshly minted, unmarried, college graduates and run them through a grinder for the first year or two. Those who tire of the road warrior lifestyle will find it difficult to move beyond as most senior consultants are firmly entrenched.
