One of the main drawbacks is the company’s evaluation system, which is based on years of prior experience (e.g., 0–3, 4–6 years) rather than actual skills or the quality of your work. This can be frustrating for professionals who bring strong capabilities but don’t fit neatly into those predefined brackets.
As a consultant, you're likely to work alone on client projects, which means there's little to no sense of team spirit or collaboration around a shared goal. Project roles tend to be isolated, and you're often placed in environments where there's limited peer interaction.
Management and cluster leaders often lack real leadership or managerial skills. Their role is usually limited to micromanagement, and they tend to push pressure downwards whenever they feel it from the client, without genuinely supporting or listening to consultants.
The main client is Airbus, a challenging organization to work with due to a high level of internal chaos, shifting deliverables, and last-minute changes. Your responsibilities will mostly revolve around project management or whatever the client needs at that moment, with little to no real involvement in shaping the project, and limited space for creativity or autonomy.
Despite a supposed emphasis on autonomy, what is really expected is that you follow the client’s instructions to the letter and anticipate their needs — but without adding your own perspective or input. Finally, the responsables ingénieurs, who are in charge of assigning projects, rarely take your preferences into account and tend to stick with teams or clients they’ve worked with before.
