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yea, and those guys in India suck. I'm the VMware mentoring lead and I had one contact me, saying he needed advise on how to do something. He tried pawn the entire job off on me.
I can't speak for all of HPES, but I can speak for our group. Our consulting team was about 200 strong and always BEAT our numbers from 2008 to 2012. After 2012, our leader took early retirement (mistake #1). They replaced him with the most senior guy instead of the guy our leader had been grooming as his successor (mistake #2). Then they combined the consultants with the engineers (mistake #3). The VP in charge of engineers has zero clues on how to run consulting. His cronies farm us out to anyone and they don't add any margins to our work.
Under our previous leadership, I would write my own SOW and tack a 30% margin onto my work. Under current management, we may be assigned to assist other groups on their projects. For instance, the EG group (who sells servers and SAN storage) will contract us to help them with sales, assessment, and even implementation. It is up to them to charge a margin for our work. However, they don't make any money on our margins so why would they raise the cost to their customer and do that? They just charge our normal hourly rate with no margin.
A couple of years ago, I and a few others said F' it and started going out and finding our own gigs again. And we added that 30% margin to our work. It pissed off the VP that we were circumventing his processes. Fortunately there was nothing he could do about it. I helped close a $50million dollar deal for the largest virtual desktop deployment to an public school system. That ended up representing $24million of pull through revenue to our org. From that point on I could mostly call my own shots. But that was then and this is now. It's just getting worse over there.
After Nov 1st, HP won't give any more severance packages. Those 30,000 people are going to be thrown to the street while Meg Whitman counts the $74million she's getting for orchestrating the breakup of the company.
No wonder she won't show her face at any HP office outside of PaloAlto.
I can't speak for all of HPES, but I can speak for our group. Our consulting team was about 200 strong and always BEAT our numbers from 2008 to 2012. After 2012, our leader took early retirement (mistake #1). They replaced him with the most senior guy instead of the guy our leader had been grooming as his successor (mistake #2). Then they combined the consultants with the engineers (mistake #3). The VP in charge of engineers has zero clues on how to run consulting. His cronies farm us out to anyone and they don't add any margins to our work.
Under our previous leadership, I would write my own SOW and tack a 30% margin onto my work. Under current management, we may be assigned to assist other groups on their projects. For instance, the EG group (who sells servers and SAN storage) will contract us to help them with sales, assessment, and even implementation. It is up to them to charge a margin for our work. However, they don't make any money on our margins so why would they raise the cost to their customer and do that? They just charge our normal hourly rate with no margin.
A couple of years ago, I and a few others said F' it and started going out and finding our own gigs again. And we added that 30% margin to our work. It pissed off the VP that we were circumventing his processes. Fortunately there was nothing he could do about it. I helped close a $50million dollar deal for the largest virtual desktop deployment to an public school system. That ended up representing $24million of pull through revenue to our org. From that point on I could mostly call my own shots. But that was then and this is now. It's just getting worse over there.
After Nov 1st, HP won't give any more severance packages. Those 30,000 people are going to be thrown to the street while Meg Whitman counts the $74million she's getting for orchestrating the breakup of the company.
No wonder she won't show her face at any HP office outside of PaloAlto.
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