Booz Allen Hamilton

Booz Allen Hamilton Technology Consulting Senior Associate Jobs & Careers in McLean, VA

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Power, Transmission, and Distribution Technology Specialist, Senior – new

Booz Allen Washington, DC

Key Role: Provide technical consulting services to government clients in the energy sector with an emphasis on electricity transmission and… Booz Allen

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Booz Allen Hamilton Chairman and CEO Ralph W. Shrader
Ralph W. Shrader
1,352 Ratings
  1. 6 people found this helpful  

    Your Mileage May Vary (depending on the market team/project you're on)

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    Current Employee - Anonymous Employee in McLean, VA
    Current Employee - Anonymous Employee in McLean, VA

    I have been working at Booz Allen Hamilton full-time (more than 3 years)


    Booz offers tuition reimbursement (up to $5,000/year), a 6% 401(k) match, cash awards for doing good work, and holiday parties/an annual Kings Dominion day (for people near Washington, DC).

    I still like Booz Allen, but I’m afraid that it’s trending in the wrong direction—we’re becoming more like the other major contracting companies, instead of setting the bar high and making everyone else aspire to be more like us.


    Most people at Booz are aligned to a market (e.g., Federal Defense, Federal Civil). Some teams are better than others. On some teams, lead associates have 8-9 direct reports and associates (one level below lead associate) have 4-5 direct reports, while on other teams some lead associates and associates have no direct reports. Now that everything’s market aligned, everyone’s looking out for their own market and are not as likely to help out other markets, even though we all work for the same firm.

    The annual assessment process is much easier than before (less paperwork), but now promotions are much more subjective. It’s no longer based on meeting a documented set of criteria (i.e., checkboxes), but instead it’s more about how much the people deciding promotions like you. On some teams it is very difficult to get a promotion, but on other teams it seems like all you need is a pulse (there are people who have been promoted who don’t seem very capable of performing at that next level). Some promotions, especially at the more senior levels, seem to be more because there’s a vacancy that needs to be filled instead of being based on merit.

    You need to look out for yourself—your career manager isn’t looking out for you. Trying to find another project on your own is very difficult. Some markets are better than others at posting their open positions on the internal jobs website. A lot of projects now want people with TS/SCI, which is a difficult clearance to obtain.

    Your experience is also very heavily based on the project you’re on. On a client-site project, you’ll most likely feel isolated from the rest of Booz Allen (although this tends to be true of client-site projects across the industry). A lot of things are still based out of the Booz Allen headquarters in McLean (although they’re starting to shift Booz Allen offices to be closer to the client, which in most cases means offices are shifting inside the Beltway). If you’re on a “bad” project, it is very difficult to get off of it onto a better project. Some projects have terrible project management, but nothing is done about it, even if there are very clear signs something is going wrong (e.g., people leave the project in droves to other firms).

    A lot of the work these days is staff augmentation—it’s not the transformative “consulting” work that provides meaningful impact to customers. Booz has become more of a technology consultancy with a management consulting appendage.

    Booz doesn't maintain much of a bench these days. In one market, lack of work letters are issued before the project ends, so that as soon as the project ends, Booz can show you the door to the unemployment line.

    Booz recently switched most of their healthcare plans to high-deductible, which means most employees will be paying more (and receiving less) for insurance in 2015.

    Advice to ManagementAdvice

    Have better communications with staff on what’s really going on within the firm. Don’t focus only on maximizing shareholder value (e.g., issuing debt so that shareholders can get a special dividend, as happened a few years ago). Have a meritocracy where people are promoted based on merit, instead of nepotism. Promote managers who aren’t just looking out for themselves but who are actually interested in developing others and who respect and value contributions from their team. Pay people market wages.

    Neutral Outlook
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