The workload is suffocating and upper management drives upper technical staff to deliver on new services (especially high-end building science consulting), but also bogs you down with restrictions because the new practices don't fit within Partner's old debt PCA/ESA sweatshop model. RMs are typically long gone from the technical side and have no interest in collaborating with the technical staff, so they will sell your talents to the lowest bidder for pennies on the dollar of what the scope actually costs. You will always be the villain trying to get a change order that accurately reflects the scope of work. The RMs will promise impossible feats (despite WEEKLY emails from the COO saying certain turnaround times aren't possible), and then you're stuck working weekends to deliver. The lack of accountability from sales is staggering.
The most frustrating part of working for Partner is that even if you over-deliver year after year on utilization and technical achievements, stock options, promotions, principal positions, and bonuses all go to sales and the select chosen few picked by executive management. Project managers are left to pick at the scraps. If you are a licensed engineer, the compensation at Partner is far below what you could make at any other consulting firm, likely with far less stress.
