One potential downside is that junior consultants are often staffed on multiple projects simultaneously from the very beginning. While this may sound like a good learning opportunity, in practice it can be challenging early on, especially since there is limited influence over whether one is staffed at 100%. At the same time, utilization still plays a role in performance evaluations.
Additionally, because there are relatively few junior consultants across Europe and many projects are delivered for international markets, teams are often international rather than Hungarian. As a result, a significant portion of feedback may come from non-Hungarian project managers, which can sometimes feel less directly relevant during semi-annual evaluations compared to feedback from local project teams.
The projects themselves tend to be relatively similar in terms of industry focus. This can be either a pro or a con depending on personal interests: for those who enjoy topics related to financial services, cards, fintech, or acquiring, it is unlikely to be an issue.
Another potential drawback is that promotion opportunities can be relatively slow. Even after spending two years in a junior role, promotion in the next evaluation cycle is not necessarily guaranteed, even if the required performance score has been achieved. Finally, salary increases tend to be quite modest in percentage terms. While this is largely determined at a global level and not by the local leadership, it can still be frustrating in practice. In most cases, increases are in the single-digit range, typically toward the lower end of that spectrum.
