Camber Collective Reviews

Too many external hires at engagement manager and associate levels instead of promoting from within. Disparity in promotion timelines and status given to so-called "pure strategy" work versus behavior change work even though the latter is also heavy on strategy. No clear rewards for going beyond core duties of our role (with BD, mentoring younger colleagues or producing papers that build the field). Culture still focused around us here at Seattle HQ despite obvious growth in business importance of SF and Paris offices. Not much fluidity with staffing across the 3 offices. Heavy ongoing focus on health sector leaves little capacity to grow opportunities in other pressing impact areas in which the firm's functional expertise would be invaluable. Unclear what firm's end impact is due to lack of follow-up with implementing organizations once strategies have been delivered.

1. As with any consulting firm, the nature of billable hours create time pressure. I found less connection time with colleagues than I wanted, which was especially true during Covid. 2. Projects are pretty heavily indexed towards the Gates Foundation, though the firm is working to diversify both clients and topics. 3. As a small firm, Camber has less infrastructure than other consulting firms. While they provide some training resources (e.g., professional development stipend), using those resources is largely on you to figure out.