The graduate training programme is heavily skewed towards presentation style and confidence, with limited focus on building meaningful technical capability. This can leave new joiners underprepared for more technical roles.
The training environment can at times feel discouraging rather than developmental. Feedback is not always delivered in a constructive way, which can negatively impact confidence instead of building it.
Project allocation is inconsistent. Experiences can vary widely depending on where you are placed, with some roles involving low-value or repetitive work rather than meaningful development.
Management quality is also inconsistent. In some cases, there is a lack of clear direction, with expectations set at a high level but limited support in delivery, which can feel disorganised and demotivating.
There is a strong emphasis on internal visibility, networking, and completing multiple parallel commitments (internal work, certifications, etc.), which can be difficult to balance alongside client responsibilities. Progression can feel more linked to managing perceptions and workload volume than the quality of output.
Time on the bench can be particularly frustrating. There is pressure to engage in short-term or ad hoc work that may not contribute to long-term development or recognition, while also needing to actively pursue more suitable roles.
Some client work, particularly in non-technical roles, can feel lacking in tangible value, with a focus on producing deliverables rather than driving meaningful outcomes.
The culture can place a strong emphasis on self-promotion. Those who are more vocal or visible may be recognised more readily, which can make it challenging for others to feel equally valued.
