I am proud to be part of Persistent Systems, where collaboration, accountability, and innovation define our work culture. As a PM, I see our teams consistently demonstrate strong technical expertise while staying aligned with client goals and business outcomes. What I value most is the sense of ownership and teamwork across the organization. Being part of Persistent Systems motivates me to contribute to an organization that prioritizes excellence, integrity, and continuous improvement.

Our client transition to a different agency is complete. We have known this for a while. For the past 1.5 months I was told which team I’d be on is still being worked out. My manager was switched to a different team in June. 3 people on current team are staying on the parent brand. Was recently left off a concepting job for that client. Now I’m floating with no real dedicated brand or scope. Been at agency a little over a year. Do I leave? Feels risky and unstable not be on a dedicated brand

1099 vs LLC - A former client reached out for support on a quick project From a tax standpoint should I use my dormant, but in good standing, LLC? Liability here is less of a concern, minimizing tax burden is primary but if I recall correctly don't most of the writeoff opportunities only apply to S Corps after the 2017 tax overhaul? I don't see the billing exceeding $15,000, so this is a great side project, but not a significant enough amount of revenue to move tax brackets. Thx!

“US law firm McDermott Will & Schulte is reportedly exploring a complex restructuring to allow private equity firms to buy a stake in what could be a major move in the legal market. The proposed structure, as reported by the Financial Times, involves creating a managed service organisation (MSO), a separate entity in which outside investors, like PE firms, could own a stake.” https://www.cityam.com/private-equity-could-soon-own-a-piece-of-major-us-law-firm/

I was recently impacted by a layoff at Citigroup after four years. With over 16 years of experience in QA and test automation, this transition feels especially uncertain given the current job market. I am in my late 40s and have recently developed a physical disability, which makes fully independent work challenging. I am now seeking team environment where I can contribute effectively. I’m unsure how realistic this search is as many companies are laying off and shifting toward AI-driven models.

I interned for 1.5 years before getting a 3-year contract at my current job. After it ended, I chose to become permanent staff for stability. Now, after 2-3 years, I feel undervalued and stuck. I’ve been acting head of the Water and Environment Research Centre but haven’t been confirmed because of government politics. While being permanent helped with my family life, I’m frustrated by the lack of growth and recognition. I’m looking for a way out. Has anyone faced this and how did you handle it?

I am an incoming Staff 1 at EY and will be part of the 360 Careers program. While I previously interned in Tax, I have a strong interest in Climate Change and Sustainability Services (CCaSS). I understand that the 360 program allows for rotations across different service lines, and I’m eager to explore opportunities within the CCaSS team. If my local office does not have a CCaSS department, would there be an option to temporarily relocate or work with another office to gain experience in that ar

I am an independent advisor that clears with First Clearing (now Wells Fargo Clearing). I do not like having to work with WF. We have had many headaches since they bought out FC. Their platform and technology stink. None of my outside software such as Wealthbox, Zocks, or Right Capital communicate. Have about 150 AUM with 100 AUM in advisory am growing. I am thinking about going RIA. Any advice on companies to clear with or going with a hybrid situation would be greatly appreciated.

HR dept of one for 207 employees in California healthcare industry , is this feasible? While at the same time going thru leadership transition, restructuring of organization, implementing new systems , turnover is at 33%. Feels like I’m getting slammed, just had a new born so my baby bonding time essentially non existent i feel pressured by new CEO and new COO to continue moving their initiatives forward , feels like they are quiet firing existing management. What would you do?