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hello fishes,
need some advice.
my current ctc is 16 with 5.6 years of experience. I was a contract hire and parent company wants to hire me.
company is service based company.
my current title is senior analyst but they want to make me manager.
they are skipping tech lead and team lead positions.
they are ready to change 5 days working from earlier 6 days working.
they are asking me my expectations.
we are on client location and there is no one above us. Also team is not technically sound.FSS
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Hello guys, I have below offers:
T-system : 27 LPA fixed ( 2 days a week WFO mandatory from DOJ)
Tech Mahindra : 26 LPA ( including 10% variable ) + 1lakh JB ( WFH for now)
Which one is good for better opportunity and WLB.
SAP ABAP on Hana .YOE: 7 yrs
T-Systems ICT India Pvt. Ltd. Tech Mahindra
Guys, my friend had her last working day last week and she thinks she forgot to fill her timesheet for her last 2 days before handing over the laptop. What can be the consequences of this? She is really worried about this
P.S she belongs to a back end team serving the firm internally charging time on only one code.
PwC India Pwc AC
My base loc is Bengaluru, but currently I am not mandatorily required to work from office, and have been working from home since I joined Deloitte in July. Should I talk to my manager and go back to my hometown Kolkata and work from there? Staying in PG all day and working from here is not quite feasible for me. Suggest pls. Deloitte India
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Chief
PPMD are more important to you than clients. You should brainstorm with them for their thoughts rather than crowdsourcing for actual solutions 😜
Pro
Welcome to consulting. Partner takes the credit, you take the fall. Glad I left that toxic environment.
Pro
DM me D1. Actually looking for resource with a specific skill set.
And MD1 - Happy for you. Consulting is not one size fits all. But in my 5 years in consulting, I saw what the majority opinion was, including mine.
Rising Star
The principal on the project team helped to design the roadmap, and didn’t own the presentation of the roadmap with the client?
That’s malpractice.
Chief
Principal is not smart / intellectual enough to go up against the PEG guys. Doesn’t know know enough to refute their points and doesn’t completely buy into what you are proposing either. So he stays quiet.
I’ve worked with a partner like this. There’s no solution where you win.
If it’s a real chronic problem ... you can try bringing it up in front of the partner’s peers — “How did you think that went in front of the client? Can we brainstorm what myself or the team can do differently next time?” The other partners might counsel that partner privately, if the situation was real egregious.
Truth is, sometimes it’s easier for the leader to stay quiet. Doesn’t make it right.
What firm are you in? Why are you creating a roadmap and presenting before ensuring client support or even building roadmap together? Seems like terrible stakeholder management