Benched
When Sally graduated from college, she had aspirations of finding a career in project management. And much to her delight, she landed a great position with a large, internationally-based consulting firm. In addition to billing out fresh college graduates at obscenely high rates, the company developed obscenely expensive software for large enterprises.
With the vast majority of the firm’s software development being performed at the other end of the world, they relied heavily on teams at the client’s site to define application requirements and act as the “face” for the offshore developers. Sally was hired to work on these types of teams and, and to her, it seemed like a perfect fit.
Soon after being brought on, Sally was given a thorough “onshoring” training course at the company’s US headquarters. Basically, it was everything one needed to know to be a highly-paid consultant: proper protocol for communicating between the various groups, the importance of good documentation, and a crash
