Thankfully management has stopped calling Guidehouse a startup - its split from PwC meant many wheels had to be recreated (IT, performance management, L&D, perks/benefits), but a startup it was not. The firm is still trying to find its footing and its identity, in the meantime prioritizing referrals over qualified candidates, taking on new projects without the right people in place, leaving a lot of ambiguity in the performance management system. The environment is go-go-go and I don't see a great deal of reflection: Do we know how to execute on this engagement plan? Should we take on this project? Do we have what and who we need? In addition, the resources and skills required may indeed be scattered across the firm, but poor knowledge management and limited human capital resources mean that people, tools, and know-how are difficult to find.
I know there are pockets of success at the firm. Small teams with experienced leadership that is equipped with the tools and people they need to manage and execute their project. One of my three teams has operated in this way. I don't care for those odds.
Downtown Office near a metro - fairly hands-off management
Very limited perks/benefits plan; New Performance Mgt is vague