Good stepping stone into ESG; not built for long-term or stable careers
Pros
- ESG is the firm’s core business focus, with minimal dilution into non-ESG work. This creates strong opportunities to specialise and build expertise in ESG. - A good entry point for professionals looking to transition into ESG. The company is open to hiring trainable talent, which creates meaningful opportunities to learn. - The firm attracts strong talent. My colleagues, particularly at the Fellow to management levels, were smart, articulate, and enjoyable to work with. - Compensation can be competitive, especially if negotiated at the outset.
Cons
- Career progression felt unclear. At the time I was there, there was no transparent growth plan. Promotions were communicated in ways that felt ad hoc, and the performance review process was not consistently applied. - Employee turnover was noticeable. While consulting as an industry often has shorter tenures compared to others, the attrition here may stand out even against that backdrop. I would encourage prospective employees to research the average tenure of staff on LinkedIn, as longevity is often a useful signal of culture. - Psychological safety was a real concern for me. I often felt that voicing dissenting views could backfire with the seniormost leadership, and thus the environment sometimes gave the impression that individuals were seen as easily replaceable rather than valued as long-term contributors. - Relatedly, communication from senior leaders sometimes came across as intense, and I occasionally found the culture challenging. For example, there was emphasis on long hours and late-night emails as markers of productivity, which struck me as an old-fashioned approach. - Flexibility was limited — holidays and hybrid work arrangements were fairly strict. In my experience, the in-office requirement was four days per week, compared to the more typical two to three days in the regions of company operation. - Professional development support was limited. There was no set PD budget, or transparent process for how opportunities would be handled on a case-by-case basis. In my time, several colleagues had to fund their own training courses, and many moved on to new roles soon after. The only structured PD I received beyond orientation came from generous managers who shared their knowledge through reviews, clear examples, and specific feedback. - Culture initiatives were uneven. Some positive steps (e.g., staff-led internal surveys, a monthly lunch allowance) were introduced, but other initiatives announced by senior-most management did not materialise, which created mixed impressions.
