11y
I don't mean to be blunt, but most of this is flat out wrong. Here's what is accurate:
Our centralized base of projects and resources is not as advanced as we'd like it to be - updating that is one of the internal projects for this year, which was explained to all employees in Q1 in an All Hands Webex.
NOW HERE IS WHAT IS NOT ACCURATE.
"Great pay if you know how to negotiate."
The truth? ALL salaries are based on salary surveys and market research. That said, high performers advance faster than low performers.
"You will be cut as soon as a project transitions into operational status and replaced with an outsourced hire overseas."
The truth? We do have an offshore team, smaller than our onshore team. Half of the offshore team work on long term, operational support contracts which cannot be staffed with onshore resources as customers aren't willing to pay the higher US rates for normal operational support. NO ONE has ever been released because their work was moved offshore - because that has never happened.
"Bad business practices. Management would quote off shore and on shore consulting rates for projects and when customers would sign off on the on-shore rates, would ship the project offshore anyway to siphon more money from clients."
The truth? It doesn't sound like you have ever seen one of our proposals. We bid blended rates based on our global workforce, which gives our clients a lower overall average hourly rate AND we do the majority of our work fixed price - which takes the risk of delivery away from our clients. More importantly, because we are able to blend globally, we can afford to pay our skilled US resources well as opposed having to squeeze them because the margins are too tight. I explained this over 5 years ago as one of the reasons we went offshore, and continue to repeat it regularly - our offshore team actually protects our US consultants, which is perfectly logical if you stop to think. Last but not least - we only hire very senior people offshore, who are fully certified and we pay them well too because our clients would rather pay for highly skilled people wherever they are.
"Management would tell customers that particular solutions need to be custom programmed, despite having an in house solution, develop a solution, and charge huge sums for products that needed little to no development."
The truth? This baffles me. We develop solutions on the ServiceNow platform and then sell them as products. In fact our highly innovative Service Catalog and Self Service Portal, with thousands of hours of development, just went for sale on the ServiceNow Software Store for $1,042 per month, regardless of the client's size or number of licenses. Over half a dozen customers have told me at this price it is a "no brainer." Now I have no problem with any company selling their offerings at what the market will bear - that is the heart of what makes a free market economy work. If they are overpriced the customers will go elsewhere. We offer ours at a very reasonable price specifically to encourage companies to work with us - and really understand how we can help them to transform IT from being silos to delivering services.
"If you're a member of senior management, you're doing great - you have a high salary, and simply need to churn low cost overseas labor while pocketing the difference."
The truth? Senior management, the partners in the firm - have personal financial risk, and are also compensated based on performance. In a downturn period, they are the only Evergreen employees who have ever had their incentive compensation program suspended.
