Pros
You receive a paycheck from the company.
Cons
Leadership loves to talk about "startup mode" and "getting to the next level" especially in interviews, but this framing conveniently ignores that the company is 20 years old. They have been doing ServiceNow work since 2019. The "startup" language isn't about building something new; it's honestly a cover for chaotic processes and a lack of accountability. There's also a pattern of role exploitation. BAs end up doing the bulk of BPC level work, literally everything except client workshops. Then BAs get let go once requirements and user stories are gathered, right before the value of that work is realized. Similarly, TCs are handed a lot of what should be Architect level responsibilities, without the title, pay, or authority that comes with it. When something goes wrong, it's the BA or TC who takes the blame, even when the root cause traces back to Architect or BPC level decisions they had no control over. There is no real collaboration here, and no culture of building each other up. It plays out more like high school than a professional consulting firm with cliques, gossip, and territorial behavior instead of teamwork. New hires, the ones actually hired to modernize and improve things, are treated as threats rather than assets. Longer-tenured employees have entrenched themselves and stay protected almost no matter what, while newer folks get pushed out through ridicule, exclusion, or engineered performance issues, until they either leave on their own or get managed out. Directors openly criticize each other and individual contributors. It's not subtle, you'll hear one director dismiss another's technical competence, which does nothing but erode trust and morale across the org. C-suite is aware. This isn't a blind spot, it's a known, tolerated pattern. Nothing changes because nothing has to when you can overlook the lack of talent and professionalism for the folks who are more tenured, and hire in people that know what they're doing, and then fire them.