Lots of potential for growth if it wasn't for the most toxic IT department I've ever worked in. - Senior Consultant KPMG Employee Review

1.0
Sep 11, 2013
Recommend
CEO approval
Business Outlook

Pros

Some people are great to work with. Some potential for career growth/development (getting exposure to systems you normally wouldn't in other organizations). Some great relationships can come out of it. Learn what *not* to do.

Cons

Everything starts from the top and trickles down. The IT department is seen as a line-item expense on the balance sheet, not as an enabler of opportunities. If you are not part of the "management boys club", then you are a mere minion. Management definitely lacks leadership and people skills. Management only cares about themselves and how they look to their "clients" (the partners'). Looking good means saving money and maintaining a lean operation. Employees are burnt out - too much to do, never enough time, unforeseen issues always arise, very little (if any) planning, "just get it done and worry about it later" attitude, static/unreasonable timelines, lost headcount is rarely replaced. If something wrong happens, someone is going to get burned for it. Displacement of responsibility (i.e. blame) is common. It is no surprise no one wants to take responsibility/ownership of anything. No transparency. Poor communication. No one ever knows what's going on. Very little opportunities to move up. Very "top-heavy" (management:employees ~ 1:3). Do not foster a "promote within" mentality. Employees are resources that are easily disposable/replaceable. Mentality with technology is so risk averse that it actually moves backwards.

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5.0
Jun 23, 2026
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Pros

good system and support for the employee

Cons

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2.0
Jun 17, 2026
Recommend
CEO approval
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Pros

You get to work with an awesome, highly resilient group of local peers in the advisory practice. The KPMG brand still holds value, but the internal team dynamics have become incredibly fractured.

Cons

We have outsourced 80%+ of our Risk Advisory work, leaving onshore seniors with massive gaps in their experience. As a manager, I am stuck doing senior-level work because I typically have only one or zero local seniors or associates on my teams. The best leaders have already resigned because this model prevents actual management and mentoring. Also, it might take you 30+ years to become partner in Risk Advisory, if at all.

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