| Topic Name: |
State of PSGS/Soza Division |
| Message Name: |
My last email on this topic |
| Date Posted: |
02/03/2006 |
| In Reply To: |
I have been reading this message board for the past several months with a great deal of interest. I was with Soza for a few years pre-acquisition. I had departed and became a consulting partner in a top 10 global consulting entity. One of the reasons why I left was that I found that managers in the then Big 5 were paid more than Soza VPs and I understand that situation has not changed much post-acquisition (at least from a base pay standpoint). In mid-2002, the company asked me to consider coming back and the leadership stated to me that they "certainly" would not sell for several years. Of course,these "assurances" were verbal. Something in my gut told me that something was wrong with that picture and I declined. The company was sold several months later....talk about dodging a bullet. There were several people I knew who re/joined in the 2001/2002 timeframe in somewhat senior capacities only to find that they were not part of the existing leadership clique. They joined with the understanding that the company would not be sold for at least several more years. Were they wrong. The moral of the story is never trust anyone with a promise when it comes to business unless you get it in writing.
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| Message: |
It makes sense for folks who succesfully worked together in building and selling a company (Soza to Perot) to bond closely. It is not just the former Soza folks -- look at the other Beltway public sector consulting shops. There were something like 60 corporate public sector transactions in the DC area alone last year. You want to work with people you can trust.
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