This is based on my experience working within the London office.
The company presents itself as a technology-driven organization, but the reality is far from it. The culture is heavily sales-focused, with limited emphasis on technical expertise or innovation. Despite an attempt to transition from its origins as a hardware reseller to a consultancy, this shift has been poorly managed due to weak leadership and a lack of strategic vision.
The organization suffers from significant structural issues, with overlapping responsibilities across teams creating inefficiencies and internal conflicts. Employees are primarily valued for generating revenue, with little investment in professional growth unless it directly benefits the bottom line.
Management was largely disengaged and provided minimal support, but any deviation from their expectations was met with criticism. This environment fostered a culture of blame, where employees were often scapegoated for larger systemic issues. Individual contributions were rarely acknowledged, as managers frequently claimed credit for team successes.
Human resources attempted to address workplace concerns but lacked the authority to drive meaningful change. The company culture perpetuates a toxic environment, with unrealistic expectations for employees to work excessive hours, often 60–70 hours per week, under pressure from management.
Ethically questionable practices, such as exaggerating credentials to secure client projects, were not uncommon. This approach often led to unrealistic promises and subsequent failures to deliver. Technical expertise was frequently dismissed, with incomplete or ineffective solutions being prioritized to satisfy short-term sales goals.
Ultimately, the company appears unprepared to offer the quality of consultancy it markets, prioritizing sales over long-term success, employee well-being, and client satisfaction.
