SLR Consulting reviews

Uneven compensation structure between groups and within groups Inconsistent procedures/ collaboration between global regions Business growing too big too fast; poor acquisition onboarding Senior personnel from legacy companies not willing to adapt and change (I.e. sell to new clients/sectors, adopt new processes/procedures that are more scalable, etc) At times dysfunctional - employees and leadership on different waves lengths, poor communication of vision, competing priorities or goals Too much time spent creating add-on software to automate Finance, HR, Project Management rather than improving preexisting technology

If you've been approached by SLR to acquire your company, don't do it. Think beyond the financial offer. The integration and people side of the business is deeply problematic. There is very little care shows for employees joining through acquisitions. New teams are spoken about as "one team", but in reality, they're not made to feel welcome at all. Longstanding employees are exhausted by the constant onboarding of acquired companies and so the onboarding is left to the devices of the "acquisition'ees". It's toxic. What is presented externally as a collaborative business is fragmented and toxic internally. If you are truly someone who cares about the wellbeing, culture and long-term experience of your staff, think twice before joining SLR. The hardest part is watching good people become disengaged after joining with enthusiasm. If I had shares, I'd sell them immediately.