False advertising - literally just a training course - Data Science Digital Futures Employee Review

1.0
Mar 3, 2022
Recommend
CEO approval
Business Outlook

Pros

- Training is quite good (trainer was very helpful with introducing data science concepts)

Cons

- Management always mentions employment opportunities after graduating from training program, however its been about 6 months and nothing to show for (they say on the website its 6 weeks which is outrageous false advertising) - Total lack of transparency from management and engagement team when it comes to the current status of interview opportunities - On the off chance of there being an interview opportunity, candidates have 24 hours or less to prepare and are told 'this is how it is'. There are still some of us that have not had any interviews yet!!!!

Explore other reviews about Digital Futures

5.0
Aug 5, 2024
Recommend
CEO approval
Business Outlook

Pros

great salary, co workers, work-life balance, and benefits.

Cons

There wasn't very many cons

2.0
Jun 11, 2026
Recommend
CEO approval
Business Outlook

Pros

The product and service offering at Digital Futures is strong, and the Consultants doing the actual work are talented. If the business were run well, HQ could be a great place to build a career in Recruitment/SaaS.

Cons

I joined to build the UK defence practice from scratch, which I did with no existing pipeline or relationships. Progress was solid and feedback from my direct manager was consistently positive throughout my tenure. Despite this, my probation was informally extended multiple times with no formal explanation. I later learned the CEO had decided unilaterally that no one would pass probation without completing a transaction. In enterprise defence sales, where procurement cycles routinely run to 12 months or more, this expectation is completely disconnected from how the market works. It was never communicated upfront. I would not have accepted this role if this criteria was clear from the start. Decision making flows poorly in both directions. Concerns raised by the CEO filter down through multiple layers before reaching the relevant person, and information travelling upward from employees goes through the same chain in reverse. Context and nuance are lost either way. By the time anything reaches the person who needs it, it has been shaped by whoever is in the middle. This creates an environment where people are managed on incomplete information and where the instinct becomes self-protection rather than collaboration. The CEO also has a rude habit of walking away mid-conversation, which is a small but telling detail about the culture of respect at the top of the organisation. The SLT dynamic compounds this. Accountability is inconsistent and there is a tendency for self-protection over honest problem solving. For anyone in a long-cycle or relationship-led role, be aware that results may not be measured in a way that reflects the reality of your market.

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