Capco

3.0

Jul 4, 2021

Recommend

CEO approval

Business outlook

Pros

CLIENT: some great clients, aligned to values which Capco aspires to as ingredients on the proverbial can. A great opportunity to work with tier 1/2 global clients across financial services in both banking and insurance. PEOPLE: met some great people, built some great, long lasting relationships with both employees and clients. Capco culture varies across domains and accounts, this is reflective of the different leaders who drive these areas. There are some phenomenal leaders who practice what they preach. And some fantastic team mates and peers who are altruistic and genuinely nice people. A good focus on ‘sheep dipping’ training of staff to the minimum standards of skills required (not sufficient) and some good team building. DELIVERY Genuine exposure to good reg, delivery, operational and digital initiatives across a number of key roles PMO, PM, BA, DA, design and engineering. Overall - good remuneration and standard benefits, okay work life balance (depends on role, client, domain and leaders) I would recommend to new joiners starting a career in consultancy or mid-tier looking for promotion.

Cons

CLIENT: some extremely challenging clients, toxic personalities who use Capco as a body shop and see consultants as a disposable resource to augment delivery without consideration to any well being of the staff. Isolated roles sold into areas to get a foot hold with limited consideration to the long term goals and development in areas. No one quantifies opportunities and says no - this is because the company values £ over core competency and people. This is driven by management who are happy to turnover staff with burnout and mental health issues to please clients for bottom line - I would refer to the retention rates which reflect this. PEOPLE: some incredibly difficult and bad leaders and consultants, it is hard to understand how these individuals continue to survive in the org. Says a lot about a cliquey culture that rewards perception vs. reality. .. a culture of no ownership with full reward, have seen partners who don’t sell or develop opportunities, managing principals who can’t deliver or sell and consultants who have never delivered a project pretending to be PM’s. Lots of politics and in-house fighting for sold and managed revenue. Leads to a culture of mistrust and selfishness. Lots of ego rather than focusing on teamwork and shared goals. DELIVERY: some horrendous roles, undersold and expected to grow areas that have no growth opportunities, set up for failure and then evaluated against the dream of the opportunity instead of the reality, end up taking one for the team and not being rewarded for risk that was taken. Often skills are mismatched to opportunities as we have sold into roles with no experience, lots of massaging of Cv’s to fit opportunities. Heavy management and oversight required to ensure delivery by large junior teams. No pipeline of the right people to meet demand. Overall: recruitment needs a makeover, performance reviews are obsolete and subjective (seriously rethink this) training and skills development needs work. Operations and IT is broken and needs investment. Stop cutting corners and costs.

Capco Response

Thank you for the positive feedback on our culture, training, market competitive pay and our teams at Capco and also on the quality of our clients. As a firm, we are very focused on extending our relations with blue-chip clients across Finance and creating a supportive and inclusive environment for our people, that allows all individuals to grow and be at their best. Clearly, with a premium client base, some of our customers will be demanding but, at Capco, we look to build open and sustainable relations based on the quality of our service and understanding of the industry. Whilst we are unashamedly growing the firm to create value and opportunities for our people, we are also keen to ensure that we do not compromise our focus on Financial Services or on the welfare and progression of our people. Our retention rates are comparable with those in other successful consulting firms. Whilst we take performance management seriously at Capco, we are also keen to see that our processes are fairly applied so we identify our best people and accelerate their progression. The firm has grown rapidly in recent years, not least because of a strong track record in delivery and our capacity to deliver strong teams and a strong pipeline of quality individuals both internally and from the broader market. Operations and IT always benefit from more investment, but the firm has plans in place to ensure we adopt the right operating models underpinned with technology that supports our commitment to innovation and collaboration with clients. It is clear from your comments that your experience of Capco may not have been typical, and we would urge you to speak with your coach and local HR contact so we can address your concerns, offer support and make improvements in your case and more generally, if necessary. We believe that feedback truly allows us to learn, grow and improve, so please share your experience with our local team.

Challenging (good and bad) - Managing Principal Capco Employee Review

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