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Integrated Project Management Company Reviews

9 Reviews
9 Reviews
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Integrated Project Management Company President Rich Panico
Rich Panico
8 Ratings
  1. 3 people found this helpful  

    Great Autonomy, Worst Management in the Industry.

    • Comp & Benefits
    • Work/Life Balance
    • Senior Management
    • Culture & Values
    • Career Opportunities
    Former Employee - Project Management Consultant in Chicago, IL (US)
    Former Employee - Project Management Consultant in Chicago, IL (US)

    I worked at Integrated Project Management Company full-time (more than an year)


    The autonomy of the role of Project Management Consultant is above that of most other companies. You manage your work location, schedule, and other variables to get the work done. The health benefits are great, and the expense report policy is generous. If you work past 50 hours in a week it will receive management attention for "working too much", backing up the company's commitment to work/life balance. Mr. Panico, the CEO, backs up his commitment to families and will work with every employee to make sure they are supported in their times of need.


    Once Regional Managers are promoted to the position they hold, they are relatively unsupervised. They "take the pack off" as a result of the watchful eye leaving. Collectively, the middle management team provides conflicting advice that leads to consultants leaving the company. If you work here and float to different managers, you'll notice completely different approaches to business practices that mostly do not align with the company structure as managers start using their own personal approach. . The focus for the consultant becomes doing work the manager wants instead of doing work that the client wants. A class act of a consulting company is not one that bills the client for work that is not desired...

    Additionally, there is no sales team in the company, the regional management spends more time working on selling work than they do supervising the work being done on client projects and it has disastrous consequences. I witnessed two of my managers try and guilt the client into buying more work. They were the most unprofessional conversations in my life, and I am glad to never have to go through it again. My clients would often beg me to make the managers not come back. These situations will happen to you too, and you'll find the professional reputation you established become erased by this unprofessional conduct. Bottom line - Great work sells itself. Mediocre work begs for more work.

    There is a strong company culture to avoid damaging the reputation of the company above all else. It results into a company that is late to innovate, and takes years to develop new consulting functions. If you want to have cutting edge opportunities to consult in, this will not be the place. The focus on innovation is missing, and there won't be one any time in the near future.

    Advice to ManagementAdvice

    Employees are rewarded purely on the work they have done for you in the past, and they are held on a pedestal like athletes past their prime. The problem with that is the "Past Performance" aspect. Past performance isn't future revenue. Sustained superior performers can, and occasionally will, poorly perform. New guys will on occasion have tremendous ideas, but they are pressured to put them aside because it is "different thinking".

    I didn't approve of the CEO in this review for this one reason. His current focus on strategy and strategic development is not going to grow the business. Mr. Panico spends too much time on new talent coming in the door, and in their first year of employment. These guys that are given the opportunity to work at IPM feel so lucky to be there, that they won't venture from the vision he has in place for the organization. Instead, he should spend half the time (the time he spends trying to get his company's work awarded) holding the management to the standard that the consultants are held to. Turnover would decrease, the company would not remain stagnant in growth, and he would achieve his strategic vision earlier than expected. Also - I think if any of the C-suite and regional directors went out to the field and spent time observing projects, they'd be surprised, and would change the collective approach in a manner that would improve the company.

    The current approach promotes a culture to under promise, over deliver, and leave the work short so that there is more work to be done.

    Doesn't Recommend
    Negative Outlook
    Disapproves of CEO

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