A strategic decision was made to move away from being the SPR family of companies, which went to market under three different brands, to SPR Consulting, which pulled everyone under the SPR brand. While that decision in and of itself wasn't a bad one the reorganization that accompanied it was. Within months a number of sales people left and the focus seemed to go back to more staff augmentation opportunities, even with full time employees, and away from being a solutions provider. Additionally, cutting edge work seemed to dry up as we delivery people were routinely asked to work on managed services projects. This is basic, boring, keep the lights on type of work and is not challenging and led to some key delivery departures.
The new environment, by the time I left, was competitive and adversarial between delivery and sales. That was not the case (at least as much) prior to the reorganization.
There is also little to no opportunity to move into a leadership role if you don't start in one.
