Booz Allen Hamilton reviews

I was hired as consultant (level I) five years ago by a senior manager who was, shortly thereafter, fired for procurement improprieties. I managed to network my way into billable work for three more years without any management support structure. My timesheet was approved by a different person nearly ever week in that interval. My performance assessments were conducted by people who had never met me. Without an advocate, I was passed over for promotion despite "exceeding expectations" accross the board for four years. In 2008, I finally connected with a business unit appropriate to my skillset (energy). With an entry level title, I led $500k worth of projects, hired and supervised interns, and won hundreds of thousands of dollars of work for the firm by leveraging my network and expertise. I was rewarded with my first substantive raise: from $50k to 60k. Thanks you guys! However, this is still commensurate with neither my education level (MS), experience (6 years in consulting), nor the salaries of my peers. I'm presently interviewing for positions at rival firms for nearly double my salary. Meanwhile, my business unit is filling up with erstwhile Lehman Brothers executives who dilute the quality of the work products we generate because they don't understand this marketplace, yet they make six figures. Many of my colleagues have had similar experiences of being sent out to sea on an iceberg, later coming ashore and fighting tooth and nail with the natives over scant scraps of billable work.

Well, the pay is not always commensurate with what you see at other companies in this industry, that can be somewhat frustrating. Also, you do occasionally have to deal with managers who don't have any strategic vision or ability to communicate about the growth of the projects and the people on the contracts; by this I mean that I've seen several managers just continue to 'wait and see what shakes out' for nearly a year without making any moves to really show the client what it is we're capable of offering them. I wrote up a whitepaper on what we could do to help our client meet the next stages of their development, and it took a year for the boss to finally come to the conclusion that these challenges were in fact inevitable and that we'd not been prepared to capitalize on these facts.