Living on borrowed time - Devops Engineer Stelligent Employee Review

1.0
26 Mar 2026
Recommend
CEO approval
Business outlook

Pros

Constantly shrinking list of great devops engineers

Cons

No raises in 5 years, hiring freeze in the last 3 years, no job security. Mphasis bought this company 5 years ago and has been slowly destroying it and now wonders why it's still on their balance sheet. Engineers were actually asked why we should keep you around/what value do you bring?! Down to less than 10 engineers who have likely stayed only because they don't feel like starting over. Down to a single manager who is powerless and as frustrated as the engineering team. This former niche shop that took care of it's employees won't exist much longer and there's nothing they can do about it. It's just a matter of how many employees they widdle down to before they just call themselves overpaid Mphasis employees.

Explore other reviews about Stelligent

5.0
10 May 2022
Recommend
CEO approval
Business outlook

Pros

We get so much great feedback from our clients on the top notch quality of our engineers / consultants so that internal company references and growing customer relationships is a huge growth driver for Stelligent. I always advocate to never lover the bar on hiring, even now when talent is scare. The focus on only one cloud (AWS) but deep technical competency is a great advantage to close a deal and makes customers confident in our technical competency. It also lets internal training be focussed. Strong relationships to AWS teams

Cons

Sometime we run into issues with additional operational steps we need to complete on some systems with Mphasis as the owner.

1
1.0
19 Mar 2025
Recommend
CEO approval
Business outlook

Pros

Good Clients and Smart Coworkers

Cons

After the Mphasis acquisition, the culture at Stelligent changed significantly. What was once a nimble, engineering-led company became a more rigid, top-down organization where technical leads were treated more like task executors than strategic partners. Despite holding the title of “Architect,” I often found myself brought in late, handed requirements, and told to make it work — without being involved in the conversations that shaped those requirements in the first place. The expectation was to produce diagrams and documents, not to lead or influence direction. Performance is often measured by hours logged and outputs delivered — not by the long-term value we create, the relationships we build with clients, or the strategic foresight we bring. It’s a frustrating dynamic, especially for seasoned professionals who were hired to lead but are used as high-level individual contributors.

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