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Just received an offer from Deloitte (advisory SC, in risk and financial group (gps?)): $152k, $8k sign-on living in DC. Currently $135, but I would have to pay my current company apx 7k to move (payback for TA). DC area, in a highly cleared space. Any recommendations on how to counter or if its worth it?
Official meme of 2020:

Evaluations coming in Dec :)
Engineering influencers to follow?
They asked for all documents for releasing offer letter. After uploading that, they sent BGV links which was completed way back in April. Now its June, still i am waiting for Offer Letter. Recruiter not receiving calls! Ghosted by the firm or these things happen at the firm regularly? Wipro
Has anyone received band progression mail ?
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Layoffs at Walmart corporate 😬😬
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Chief
I can’t speak for ey particularly but 140k base at 4.5 yoe is pretty nice. Well done!
Chief
Probably overpaid for T3 city, take it don’t ask questions
I got the same in a VHCOL (NYC, NJ, SA), they gave me 140k base for 4 years of experience so you got a really good offer.
The formula I use is starting salary out of school x (yoe / 5 + 1) as the baseline.
Pwc got pwc lookin bad😂
I was hired as a Sr. Consultant at EY back in 2022 for $172K base based in Dallas, TX in the Data & Analytics practice.
4 yrs of experience at PwC prior to that.
I dont know how real that is, and even if it was, you caught the tail end of the great resignation market when all offers were crazy
EY is no longer operating as a traditional consulting organization, as its operational model has significantly shifted toward SDC-driven roles. However, the compensation structure for these roles remains disproportionately low, with many employees being hired and retained at Staff or Senior levels for years without meaningful promotion opportunities or salary growth. The model appears heavily focused on cost optimization, often at the expense of employee career progression and overall morale.
Additionally, leadership managing the SDC seems primarily incentivized to reduce operational costs rather than invest in employee development, flexibility, or long-term retention. There is little to no flexibility around minimum in-office presence requirements, and in some cases, leadership has taken an extremely rigid approach. I am aware of situations where employees facing serious family medical challenges were still held to strict office attendance expectations, creating the perception of a workplace culture lacking empathy and practical flexibility