Pros
The culture beneath executive leadership is unparalleled and truly a “no man left behind” mentality. The co-founder of the company started WWT with real values that he left written for us to follow. The delivery teams display these values day in and day out. These teams dedicate long nights, weekends, and holidays to provide the best customer satisfaction and truly exemplify what THE PATH is all about. It is dis-heartening to admit this dedication is now being threatened.
Cons
Why is this dedication being threatened? Example 1: A PC has been working at WWT for 4 years and performing at Program Manager Level with the true character of a leader. This PC has taken on a hard ball banking company project without a pay raise and no hope of one in the near future. There is a large gap between associating promotions with pay raises; minor bumps in pay to reward for extra effort need VP approval. Example 2: A PM is now graded on performance for the project financials which involves a deduction in pay, pay that was initially agreed upon when hired. An Engineer is governed (at VP level) to keep utilization high, which concludes that efficiency for any tasks will work against him/her. It is in the best interest of the engineer to keep their utilization high, which consequently supports non-efficient, billable hours to maintain that high utilization rather than be cost efficient on a project and save money for WWT as a whole. These same hours affect the PM's grading performance on financials that will ultimately deduct their pay. In conclusion, Engineers are not seen as busy unless they bill hours to prove they are being utilized. So why would an engineer want to be efficient at a job? At the risk of compromising their utilization and losing their job it is difficult to say. Example 3: An Engineer Manager not being able to conduct interviews since all candidates must be interviewed by the VP. The EM knows more about the expectations of the customers and does not even get to provide input since the choice is at the sole discretion of the VP. A PMO manager who is not able to get assistance for his/her team to relieve PMs because any new hires must have VP approval. The PMO was tasked with governance, VP level request, on an audit process that was not fully baked however became a mandatory requirement, which continually changes and uses up non-billable time. PMs spend 45% of their time on processes and governance- which includes reporting Risks and status reports on 3 different platforms- Yet, PMs are showing a low utilization. Example 4: An office space performing multi-site deployments, made for 54 people is now occupying 70 and running 24/7. Employees sit too close to each other, which makes conference calls near impossible. There is still no approval to obtain a bigger space, since, you guessed it, only the VP can approve.
