Like an consulting role, the travel can be fun some of the time, and then there will be times when you are stuck in an airport in Calgary in the winter wondering why you don't really remember what your wife looks like... Projects tend to go beyond pure strategy to include some element of implementation. This can be good as well as bad, because you really get to know businesses at a much closer level. It also puts pressure on you to get your strategic analysis correct, because you can't just jet off to the next project and leave behind a heap of powerpoints and rubble like you can at external firms. You get a tremendous set of insights on Bayer and its different Business Units (which is invaluable experience in a corporation as large and complex as Bayer), but it is harder to get broader industry perspectives. Compensation is consistent with many external firms, but tends toward the lower end of that spectrum. If you work in the NJ office, the commute from New York can be a little bit taxing. That said, many people do it for their entire careers. Home office is not frowned upon when you don't have client meetings, and when your are on travel projects it doesn't matter anyway. There is no "Up or Out" - I had thought that was a positive when I joined, but in truth it is a double edged sword. There is a tendency for consultants who are not good fits for the team to hang around for longer than they would at other firms, in ways that are not particularly positive for the team or the individual. that said, there is something to be said for a company/organization that errs on the side of looking after its people and protecting them when it can. Particularly when I joined, there was a tendency to reward "the appearance of work" rather than work output. This creates a culture where people are trained to appear stressed and busy at all times without actually getting anything done. Over the past year, this has markedly improved, but needs to be a continued point of emphasis