* Client organizations could be a little slow moving
* Recent pivots and reorgs within Paychex have caused some project planning and execution headaches for Mindex development teams
* Would've liked greater visibility/transparency from leadership into overall health of the business
The SOW teams working with Paychex are beholden to the whims of Paychex leadership. My team almost always did not have as much control over our work or roadmap as I'd like. This is not a con of working at Mindex, just something to know if you're coming to the consulting world from a role at a product company.
Mindex leadership was always faithful in advocating for the teams and attempting to make changes to processes at Paychex, but at the end of the day Paychex uses Mindex as development horsepower, not as management consultants. In this way, the partnership between Mindex and Paychex always appeared a little one-sided.
Within Mindex, the SOW teams are in a silo. In my time, usually we got a yearly, surface level look at how the business was doing holistically. In my experience, this could sometimes create the feeling that working at Mindex was just a job, and our work did not reflect a particular stake in the business. Rated CEO neutral because I have barely any exposure to Marc's leadership to accurately judge whether I think he's doing a good job.
