Martin/Martin reviews

Upper management tends to follow traditional practices and is often slow to adapt to evolving workplace expectations. Promotions are not always tied to performance or project profitability, but instead may depend on internal visibility and external involvement. Employees are often recognized and offered increased compensation only after expressing intent to leave. Career growth and client development opportunities can be limited depending on the assigned manager. Overall, the organization and its leadership structure can be disjointed, making it difficult to effectively manage the volume of incoming work and produce quality services.

Hard to change teams and exposure to broad scope of engineering