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Neudesic Reviews

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Neudesic CEO Parsa Rohani
Parsa Rohani
73 Ratings
  • Helpful (5)

    Absentee landlords

    • Work/Life Balance
    • Culture & Values
    • Career Opportunities
    • Comp & Benefits
    • Senior Management
    Current Employee - Managing Consultant in Bellevue, WA
    Current Employee - Managing Consultant in Bellevue, WA
    Doesn't Recommend
    Negative Outlook
    No opinion of CEO

    I have been working at Neudesic full-time (More than a year)


    Smart software developers, but no better than the average corporate dev shop. Flexible work schedules including work remotely within some regions.


    Ineffective management at the regional level. If you don't work in Irvine HQ, you're litle people. Focus is on engineering talent, with a bent toward staff augmentation Managerial focus is risk/reactive, with very little thought to proactive planning outside of sales. Everything is measured in sales. Inability to staff talent in management. Transfer risk to employees frequently. No corp cards for travel (use your own cash or credit and wait) Lots of egotistical personnel who think that they invented software development. Misalignment on Agile methods that have no resemblence to Agile, and which don't work. Change job descriptions to meet XX need. 100% travel if regional sales personnel are not producing any new projects. Below average bonuses with nebulous qualifying criteria that no one can understand. Huge reliance on MS as a primary client. Lack of credibility in the marketplace as a consultancy and as an employer. Lack of credible management leadership at the regional level (everyone is sales focused only) Benefits package is horrible. 60 day wait on health, longer on 401k (no match), and health insurance carrier choices are awful; PTO accrual is a joke - you'll be lucky to accrue a week after 7-8 months.

    Advice to Management

    You've reached the growth limit that you can expect to achieve without a massive investment in hiring leaders who have the organizational development and leadership experience to help you build this company. Some of them are right under your noses, and you don't even know it! Unfortunately, by the time you figure out you've empowered a bunch of blowhards with marginal management experience, the people who could have really helped you will be GONE. Pay your management personnel, listen to what they have to say about your delivery and management practices, and then drive them to perform with positive reinforcement. your compensating developers as the most important part of the company, and most of them have the managerial accumen of the average college student (read: none). dev-only does not make the world hum. managerial positions are sales-focused and lack credible delivery management and org development experience. your MC's can save you, but you need to wake up and stop promoting and hiring people into leadership positions who have no credible experience in consulting or management. invest in a delivery methodology that is manageable and adds value - the current one is horrendous. agile is NOT a good delivery management model for consultancies, despite what you may think, and the only people who like it are the developers because it's a hall pass to do what's fun instead of what's required. rookie plays like that will not win you a lot of kudos with your clients, and your internal personnel will leave because the non-developer types are setup to fail at inception.

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