No Growth for Lateral hires - Senior Consultant Fractal Employee Review

1.0
21 July 2020
Recommend
CEO approval
Business outlook

Pros

If you are just out of college and free breakfast, lunch & evening snacks excites you then yes it is a pro People who joined this organization ~8 years back are having a blast. Most of them have become Engagement managers, manage big accounts and reap significant sales incentives.

Cons

The misery is for efficient people joining the organization at Consultant & Senior Consultant level (4-7 years of experience). In spite of putting their heart & soul into their project and delivering quality work all they get to hear from the organization at time of promotions is "We agree you are doing a great job but we are top heavy. Hence, can't promote you" or even worse " Why don't you look outside since chances of you being promoted is bleak because of saturation at top". Suggest all the ambitious people seeking growth to stay away from this organization.

Explore other reviews about Fractal

5.0
21 May 2026
Recommend
CEO approval
Business outlook

Pros

Good place to work Friendly lead

Cons

Swtiching project will be hectic

3.0
25 Apr 2026
Recommend
CEO approval
Business outlook

Pros

The company's client centricity is exceptional, with a deeply embedded focus on delivering value, reflected in a strong and loyal client base built on high levels of trust and credibility. There is a significant commitment to AI research and forward looking capabilities, alongside a clear investment in building a people first culture over time. The company is well regarded in the market with a strong foundation for continued growth

Cons

TMT suffers from ineffective leadership at the helm with little visible effort to grow capabilities or drive meaningful outcomes. Exec contribution to growth is largely absent, making the net impact negative. Cultural values are not consistently reflected in day to day execution. It has a pattern of positioning other teams negatively including Growth, Tech, AI, and PA rather than partnering, which creates real friction with them resulting in loss of opportunities. There is genuine talent within the team being held back by leadership that prioritizes internal politics over building real capability, resulting in shallow vertical capabilities. The gap between what the company expects and what leadership enables the team to deliver is significant and consistently unaddressed

4
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