A culture of bullying, misogyny, backstabbing, politics and fear emanated from the top of my particular practice. I was personally verbally berated by the megalomaniac lead partner on multiple occasions as were all others from Senior Managers on down. Everyone was scared of this individual but HR was in his pocket and no one dared say a word. This culture was pervasive and accepted as status quo.
The circle of partners and aspiring Senior Managers was very much an old boys club. You had to fit in to get in, and that included going to dinners where you needed to be sure to order the largest steak possible, demean women, drink bottles and bottles of red wine followed by after dinner shots, whiskies and drinks, and make it back to your hotel room hoping not to die from alcohol poisoning.
EY makes no apologies for the Advisory travel requirements, and that is fair enough, but at the same time, they make no efforts to accommodate when life events happen (again at least in my practice). Having a baby? Ok take a week off and get back on the road. Consultants from the west coast were staffed on the east coast and vice versa. It is impossible to have a family and be a decent parent if you are in EY advisory practice.
You are a cog in the machine. Once you are staffed in a certain profitable practice, you will not be able to transfer laterally.
This has been said many times, but the workload can be pretty absurd. After flying out Monday morning at 4 AM and returning late Thursday or sometimes late Friday, Partners and Engagement Managers will have no qualms making you work through the weekend full time for weeks on end to meet deadlines.
The upper echelons of the firm are very clubby. If you do not kiss up and become a lackey to the appropriate people (err I mean 'build your brand') you stand little chance of climbing the ranks.
