Despite the company’s stated values and many brilliant employees, in my experience, leadership prioritizes contracts and its own interests over employee well-being, integrity, and even project success. This creates a culture of dysfunction, inequity, and blame, with serious consequences for morale, retention, trust, and quality of deliverables.
Recruitment promises about bonuses, profit sharing, and stable contracts were not delivered. Salaries appeared inconsistent and political, with significant discrepancies between employees in similar roles. Employees were also discouraged from discussing salaries, raising concerns about transparency and fairness.
Employees were hired for one role and then expected to take on significantly more responsibility without title changes, support, or pay adjustments, under vague, unfulfilled promises of future reviews. Managers did not initiate regular check-ins, and teams carried the weight of leadership’s absence while being told to feel grateful for the opportunity to overextend themselves.
Leadership was often absent during critical periods and then quick to assign blame when problems arose. Teams were excluded from key client conversations but still held accountable for decisions made without their input. Subject-matter expertise was dismissed, even when significant operational risks were raised.
The company promotes an Agile culture but enforces rigid waterfall practices, fixed schedules, and unrealistic deadlines when mandated by the government.
If you value integrity, transparency, work-life balance, and being treated with respect, proceed with caution. In my experience, leadership prioritized protecting contract revenue over supporting employees, which undermined the people, the products/solutions, and the stated company mission.
