Moser has had financial and motivational hiccups the past couple of years. The company is relying heavily on subcontracting and most of their business is tied to a single provider. A high percentage of Moser’s "consultants" are placed on projects under the single provider. They are serving as "contractors", not consultants. Behind the scenes people are growing skeptical and the excitement level has plummeted especially after the departure of high profile employees and the drastic change to the bonus program. For the ones they talk about, the company tries to spin the departures as a positive. Since 2016 the quarterly bonuses are history, dragged down by poor decisions and bench policies. One of the big missteps was how the company hired contingent contractors tied to that single provider. When the provider didn’t win a contract, Moser had to let the contingent people go which is the natural outcome but they paid these people severances! Has anyone ever heard of severances to contingent hires? This poor decision prevented the company from funding the bonus pool for its real employees and ever since that happened, the bonus program as it was known is history. The company uses the loss of the subcontract as an excuse for bonus program. Mismanagement is the real cause. You’re lucky if you got a couple hundred bucks at the end of 2016. The let go contingent contractors fared much better than employees thanks to the severance payouts. When it comes to the bench some people can be on it for months but some are cut after a short time. If the owners or a manager likes you or thinks you might be useful in the future you’re safe vacationing on the bench. The longer a person hangs out on the bench the worse it is for the people that are working. The sales team is clueless with none having an IT background. They go after low hanging opportunities or rely on a handful of contracting contacts that don't move the needle for the company. The company is reactive, not proactive.
