Since Mace has been split, with Goldman Sachs now the majority investor, I’ve moved into the consulting side of the business. Leadership’s ambition is clear: to position us competitively alongside the major international consulting firms.
However, there’s a fundamental disconnect between that goal and our current compensation structure.
In recent months, I’ve been staffed on demanding projects with high expectations—regular travel of two days per week and consistently late working hours. These are standard requirements in top-tier consulting environments, but they are typically matched by equally competitive compensation. That alignment is currently missing.
If we are expected to perform at the level of leading consulting firms, then compensation needs to reflect that reality. A 2% salary increase does not provide a meaningful incentive to stay. Likewise, incremental benefits—such as two weeks of paternity leave or five months of maternity leave—do not address the broader issue.
If the expectation is to build a high-performance, consulting-driven workforce, then a significantly more competitive and compelling package is essential. Without meaningful change, there is a real risk of losing talent rather than retaining and motivating it.
