Set Up to Fail - Associate Riveron Employee Review

Flexibility Opportunity Sharp colleagues Additional incentives

Working hours Remote work Unclear upside path

1) Talent at all levels, particularly below Director, is excellent and stands out among peer consulting or CPA firms that compete for the same talent. Riveron's hiring process is thorough and filters for high performers very well. There is a true sense of ownership across all levels, and it's rare as a Manager or Director to just get stuck with something because your subordinates couldn't complete a task and refuse to jump back in, which is a relatively common problem at similar firms. 2) The "Design Your Day" policy is great and demonstrates trust that leadership has in all staff. I kept a hybrid schedule that I liked, as I liked our office, but many of my peers worked fully or almost fully remotely and still felt camaraderie and belonging. 3) Riveron has had great CEOs, from Landon Smith (founder) to Julie Howard (first PE-backed CEO) to the current CEO Sam Shaw, they all have led the firm well and clearly evidence their passion for the firm and the people at Riveron. The CEO and C-Suite in general would regularly attend in-person firmwide and regional meetings, host quarterly calls, and stop by individual offices occasionally which offered both transparency and the opportunity to meet the C-Suite.

1) Riveron is (or at least was when I resigned) very top heavy at the Director and Senior Director levels, which are the highest delivery levels before you are an MD (partner equivalent). This has led to very talented individuals stalling out in their careers. When raising the issue with performance advisors or MDs, responses were usually vague such as "you just need more reps" or "you're not quite there yet, but we'll go for it next year" without actionable feedback. I believe this is a product of the strong talent as well as growth that is a little more anemic than expected, leading to top-heaviness that is hard to overcome as someone who wants to keep advancing. 2) Leadership between the C-Suite and the rank-and-file MDs (partners) was often opaque and a bit of an "old boy's club". If you break the inner circle and get the folks who quietly hold all the power speaking your name, you will advance quickly. If you don't get those opportunities, you will lag behind regardless of your talent. This was especially challenging, as this level of leadership is the one that dictates compensation, advancement, and project opportunities. 3) Riveron's inorganic growth through acquisition has exacerbated issues with advancement and compensation, as some of the new leaders they bring in through acquisition end up favoring "their people" from pre-acquisition over those at Riveron before the acquisition. These acquisitions have in many cases led to the installation of acquiree leadership within Riveron's leadership structure with little subsequent oversight, causing friction at all levels.