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Hi Fishes,
How much can I ask from BNY Mellon for the role of Lead Full-Stack Engineer.
My Tech stack: Java, Spring Boot, Microservices, React, Node and AWS
YOE: 7.5 years
CCTC: 23.71L all fixed. Have received MVP bonus of 1.6L EY Tata Consultancy Deloitte Accenture PwC ZS Associates PwC
Please do comment and put your thoughts.
Tata Consultancy Services made a revenue of $25B last FY. This translates to roughly 194546Crores. As per reports Rajesh Gopinathan, our beloved CEO saw a bump of 26.6% on his remuneration which sums up to 25.77 CPA. TCS saw a record breaking YOY revenue which was from $22B to $25B. Now without complaining or starting a feud, lets start on a healthy discussion about what & how TCS could have done better this year for their front end employees who indeed lead to the revenue every year!
Globant India Pvt. Ltd. Hi Globers ! I have an offer from Globant for the role of a BA. While discussing the role with HR pre and post the interviews & offer, I had specifically ask the HR to tag me to Ahmedabad location as that's my hometown and I do not wish to relocate. But she has rolled out the offer for Pune location ane verbally ( isn't giving me in writing ) assured me that the location will be flexible. May I know from the fellow Globers if we have location flexibility or WFH option available? Globant India Pv
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Don't come here. Seriously. I left Deloitte OT&T for an OE role at Slalom, and it's demoralizing. Nothing about what we do here is strategic, the majority of people I work with can't grasp generic OCM concepts, and most of my team in my market are posted up in staff aug roles. The line of bullshit they feed you about firm culture and loving your work is smoke, and making this jump will be a mistake if you are driven by anything other than money. Overall compensation is not competitive in terms of 401(k), PTO, or other benefits. Base pay is objectively better (however, you're being underpaid at Deloitte) but at the cost of other benefits, including travel perks, it's not worth it.
Little league firms get little league projects. Why do people not realize it and only look at base pay (which is only part of your compensation package)?
careers.accenture.com/jobs
Destiny is calling you.
Its a recurring joke that recruiters talk about work life balance because they are the only ones who have it.
Should be making more than that as SC?
Wow SC2 way to represent Slalom... 🙄
Thanks for the insights SC2, those were the types of questions I had swirling around. I love it at Deloitte but the compensation is just ridiculous. And I don't see any opportunities to fight for what I deserve. I honestly think I may have to try something else in order to be taken more seriously here. And the culture from the convos with the recruiters seems amazing so I wanted to hear from actual folks there's. Thanks S2 for being so truthful and straightforward.
@Strategy Consultant 1 - I'll do my best:
1) More staff aug than people are willing to admit
2) mostly Big 4/ACN people on staff
3) Currently in transition from mid-size to large consulting firm - going through the growing pains that reflect that
4) seem to be genuinely concerned with making consultants more happy
5) Pay is high for consultants - low for leaders relative to competitors
SC1 on fire 🔥🔥🔥... it's a great point about sp / pals... They get run into the ground, doing big 4 senior manager work with less reward and more blame when things go wrong
There are a few positive things about slalom that havent been mentioned yet
1. if you have a unique idea that you want to take to market...slalom will let you do it. You won't have partners try to steal your idea or telling you that you can't do something
2. If you want to create a cross functional team...its much easier here than the big companies
3. Our tech skills are pretty legit....the quality if tech expert is wow here
Outside of that everything varies by market. Ask.your interviewer hard questions....especially if you are talking to someone in your unit
Portland or SF, currently a SC
I was a C at Deloitte, but making over 100k. Would have been SC this year. West Coast based, but not Bay Area. It has, in my experience, been unheard of to do org / talent strategy work here. Literally all of our projects are technology adoption, and our clients' IT organizations are usually our stakeholders - not the business. That's been quite surprising. I drank the kool-aid from recruiting and was intrigued by the prospect of getting off the road for the first time in my professional life. I don't think the recruiters had a grasp of what OE actually does, and the leaders are still defining what they want to pursue. It's not a mature firm; it's 1/30th the size of Deloitte and has the capacity to support clients of the same 1/30th scale.
Good info! I was considering Slalom
Willing to make a burner if folks want the inside track on understanding Slalom. I'm done here next week but it's not all bad. It's kind of a 50/50 proposition. Let me know if there's interest and i can give my specific perspective. Leader level of that matters.
SC1: can you tell the top five things you think most worth us knowing?
I would say at Slalom, consultants have it (w/l balance), SP/PC + PAL are the worst levels at the company. You matter enough to be promoted several times but you'll stress out like crazy and be abused because your junior team struggles to deliver.
Could one of you clarify what staff augmentation work entails within the organizational effectiveness practice? Much appreciated.
@sc2 I agree that cross functional teams were the norm for large or enterprise teansformatiom projects. What i have noticed here is that if i want to put together a small cross functional team for a new client to solve a unique problem that its easier to pull off here (think 3-4 person team for 6-8 weeks).
As for pur tech guys needing consulting skills. 100% agree but here is where i differ.....not everyone needs to be client facing. Our tech guys are better than the big companies purely because we dont make them learn consulting skills. The problems start when we try to make them do consulting skills and go client facing.
As for my leadership stealing or blocking new ideas. I was referring more towards someone creating a new offering entirely outside their practice.
For example, a tech person creating an operations strategy approach, or an org effectiveness person pitching a new way to use business cases to improve strategy projects.
I agree that partners were pretty open to new ideas within their silos
What market?
What level?