Pros
1 - Talented staff from the bottom to the top. If I would compare the MOCA team to the folks in my last company, ALL of the MOCA team members would be in the top 20% as compared to team members in my last company. Given the consulting nature of the MOCA business, we are only as good as our team members and they are the best. 2 - Senior associates and up share in company ownership. With bonus structure tied to company performance, regional performance and personal performance and the payouts provided as half stock and half cash, I get up each day knowing that I have a stake in the company's success. I am not aware of other companies of this size that provide an ownership path for the majority of the company members. This is not a ESOP with every employee but senior associates (mostly first line manager and above) that participate in this program. I stand to make a good bit of money if the company is bought out. 3 - Innovative technology. MOCA has top technology and it clearly is a differentiator for the company. It is the primary reason I joined the company. 4 - I have seen many comments on this site about turnover. Not sure these comments are fully accurate. I joined the company two years ago and we were 70 to 80, We grew to a max of about 105. Now with the heavy down turn in DOD work (BRAC) we are down to about 70 again. I know senior management struggles with the layoffs but most people get at least 90 days notice and management is sensitive to impact on families. We all know we are a consulting firm and we all know when our task orders will end. Management has done an effective job moving us around or offering us follow on opportunities. Bottom line MOCA is a business and even with the down turn this past year we are still profitable.
Cons
1 - Lack of revenue to retain a stable work force. CEO has taken the risk to bring on top VP talent to drive up our win rate. If we measure this on retaining our work force we are failing. We had 105 and failed to earn enough new task orders to retain those employees. It sucks to layoff people. 2 - Top heavy. Too many VPs. Now if the bet the CEO and the board have made in keeping these VPs on board results in a solid year (during a really tough economy year) we will all be very happy. It does look like a turn around is occurring. The VPs are the Business Development engine and fewer VPs means fewer BD resources. Again, it is a bet. We could lose this bet but the numbers I aware of show turn around and profit for the year. 3 - Investment in staff and junior management training. Last years PM conference was great. Need another. I have heard one is in the planning and I have also heard about a new mentoring/career development program coming out.