Just thinking about it, why wouldn’t Grant Thornton be excited to join Guidehouse? I bet there isn’t much of a change in benefits or position levels. If anything it will be the same or better. Has anyone from Navigant or Dovel noticed a difference?

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Bc the benefits at Guidehouse are completely trash. Most of Navigant left before they were even fully integrated, remaining leadership is mostly there due to contractual requirements. Veritas runs companies extremely lean and always prepare for a sale, they don’t care about attrition only market share on paper. Source: I was at Navigant and maybe 10% of my network is still there. It’s a contractor that tries to sell themselves as a consulting firm.

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Benefits are decent.

Because we like our small firm culture. Going from 700 to 7000 people is a nightmare to me. I like knowing everyone worth knowing, having an impact on our culture, and building lasting relationships. Gonna be another brick in the wall at GH.

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From a federal consulting position, it doesn't feel as big as it is. I rarely have interactions outside of my account/segment. Partners, for the most part, are easily approachable and I feel like I can still make an impact within subsets of the organization.

Having come from much smaller employers in the past, I sympathize with you on the "brick in the wall" perspective. It was a rough transition when I started but once you find a solid team it's good.

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“Same or better” was the same drivel they fed us when we spun off from PwC. Nothing has been the same, or better - GT folks are right to be concerned. D1 knows what’s up.

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They won’t tell us anything about benefits or comp yet.

Zero communication or info that gives us clarity on what is same or what’s going to be different

And, because the vast majority did not choose this endeavor. it has potential to slow career paths and delay professional milestones that have been mapped etc.

The culture around this change is also not in accordance with the GT ethos. GT does have a good culture, and there has been an almost alarming number of allusions to “GH acquired us for our culture and our people”. Feels sleezy and like we’re walking into an environment with a toxic or apathetic culture and identity as a company. The work is the work, but the company does matter.

And, FWIW, there has been an average job at communicating the change and “what comes next.” We are consultants and thrive with approaches/steps and what’s to come.

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Gt3 but even that is unknown. They have communicated that they want to finish by October 1, but that’s not set in stone. And even that would be merely the change in logo, much less the full integration process, which could take 8-12 months.

I know you’re frustrated with the lack of information—you’re in this business, we love having all the information. I feel ya. But we have to have a little trust in our partnership for just this short period of time. It sucks, it’s scary, it’s awkward, but it will be okay.

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I mean, it’s pretty simple: who do you work for today? Now imagine that you’re going to have a new employer in fewer than 60 days for whom you did not apply for employment.

Look, I actually am excited about it the more that I’ve learned about GH, actually. Plus GT corporate can finally “get rid” of us (despite us helping them from bottoming out through the last several recessions and COVID by growing our practice each time). But that’s something we can get over, especially since we’re going somewhere we’re wanted.

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For most, Managers and below, it’s going to be real straight forward.

For Senior Managers and Directors it’s worrisome. Many of us may get downgraded a level from SM or D > AD… which is a big downgrade for us.

Most Senior Managers should really be Directors and I’m concerned they are going to downgrade some of them and then will leave and their people will follow.

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How much revenue are your SMs managing? It’s a pretty straightforward for our side. Level is relative to the portfolio of revenue you have under you. There are very few Directors in a purely sales role on the public sector advisory side (only CREs and specialized positions)

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I genuinely love it here at GH and we are excited for the GT acquisition. Great coworkers and interesting work. Happy w benefits- was able to take almost 5 months fully paid maternity leave. I always find it is salty ex-staff members trolling threads like this trying to trash it.

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Sorry it didn’t workout for you D1, but the vast majority from my team at Navigant stayed and are happy at GH.

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All of my leadership was at PwC. So maybe it depends on level. Lower level consultants have attrition rates of 20% industry wide. x4 years that’s a lot.

Interesting.

GT Managers have an annual managed revenue target of 1M and a yearly sales target of 1.5M

GT Senior Managers and Directors have an annual managed revenue target of 2.5M, and a yearly sales target of 5-6M

The focus is more on sales than managing revenue at GT.

For example, if Managers want to get promoted to Senior Manager or Director, they need to have $4M+ in sales for at least two consecutive years and have a pipeline that demonstrates they will be able to sustain the sales required at that level.

Directors at GT are more SMEs, and while they have the same targets as Senior Managers, on average, they don't hit or exceed their targets in the same way our Senior Managers do. Directors are usually experts from industry (e.g., former government executives) or have a technical specialty.

Hence my point, in most cases, GT Directors should probably be GH Associate Directors, and GT Senior Managers should be GH Directors.

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GT2 - Directors at GT also have the same sales requirements. Your comment comes across as obtuse.

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