Top tier IT services consulting is challenging and not for the faint of heart. It takes absolute dedication and willingness to constantly compete in a stable of thoroughbreds to succeed at this level - especially at Avanade. Experiences will vary over time and across projects and customer cultures but often significant personal sacrifices are required including near constant travel; demanding schedules like nights, weekends, getting up at 4:30 am on Sundays to fly across the country and getting back home at 9 pm or later on Fridays for months on end. I've worked away on the road through more (and at home through major holidays) birthdays and family milestone occasions than I can recount. Also Avanade in my view has become bloated around unnecessary and excessive layers of process, policy and internal oversight organizations seemingly needing to justify their existence through regularly implementing, changing and re-implementing Byzantine layers of reviews, approvals, added costs to customers and hoops to be jumped through leading to an inability to be agile around supporting innovative and new business development pursuits and opportunities. These constantly increasing layers of processes spill over into other areas including performance review and delivery of customer projects. Top technical talent are routinely tapped for opaque internal roles developing assets and technology offerings in isolation and often of questionable real value rather than supporting the business where more needed at the major account and customer level.