Great opportunity to focus in life sciences consulting, but work life balance can be tough
Pros
Great co-workers who are all relatively like-minded in their intellectual curiosity, team-first mentality, ambition, and work-hard-play-hard approach to the job (including both junior team members all the up to company leadership). Early opportunities to drive projects relatively independently and be client-facing early on in one's tenure. Many interesting and high-impact project types across the biopharma industry. Solid benefits package and competitive salaries, and merit-based promotion policy allows those who are great at the job to rise in the ranks pretty rapidly (with no "up or out" policy for those who take on slower trajectories). Lots of other random perks like end-of-case dinners, quarterly celebrations, near-monthly social events paid for / organized by some arm of the company. Great exit opportunities for those interested in leaving, but great opportunities for internal growth for those interested in being career consultants (i.e., ability to become principal at the company within 5 - 7 years).
Cons
It's hard to agree with several of the recent negative reviews - ClearView has its challenges (mostly in the form of tough work life balance and growing pains from a bolus of new staff), but it's hard to see how there are discrimination issues (if anything, ClearView tries very hard to have a culture of inclusion) and I definitely don't agree that tenured people are not working hard enough / leaving it to the junior team members to do all of the work, etc. (trust me, project leads are working long hours too). I think that the rapid growth and big hiring quotas inevitably mean that we bring in people who are less capable and/or willing to excel, who then harvest resentment when they don't do well at the job, and it's sad to see that several of the reviews are (from my perspective) blatantly inaccurate. Some actual cons from my perspective: - The hours can be long and unpredictable, and a large proportion of managers and leadership don't seem to acknowledge that not everyone wants to live a 24/7 on-call lifestyle - Leadership often appears to put clients and revenues first, rather than prioritizing the team experience, minimizing team burn, and tailoring opportunities to professional development - The rapid growth has led to hiring a subset of candidates that are not very strong and end up not being very capable, even after 6 - 12 months into their tenure - Similarly, the training approach for early onboarding is also insufficient to bring new hires up to speed before throwing them into the lion's den and expecting too much out of them, which causes challenges for more tenured team members in the form of having to redo and/or take on extra work - The promotion policy, while mostly fair, inevitably has some politics around it that can lead to a few being "left behind" - The number of vacation days is way too little considering how long the hours can be
