You’re in the game!

No way! We never put people alone at a customer, and you’ll always be surrounded by Entelectuals and Entelect leadership, even if you are working with the customer’s team and stakeholders.

This is important to us both from a culture and customer service perspective. Having groups of people together means that we can check each other's work and sentiment, thereby ensuring that the customer gets the best quality of delivery and service. We put a huge amount of emphasis on ensuring each team remains connected to the mothership and its culture, and our customers are incredibly supportive of that.

Technology, experience, and skills-fit are the most important criteria when determining which project a person would be assigned to. However, we also look at several other factors, such as which projects need people, the location of the project (so as not to force anyone into overly lengthy commutes if it’s a hybrid project) and any desires that person may have. For example, someone may really want to work in a particular business domain, or on a specific technology. We will try to make that happen, although, of course, it is dependent on opportunities available at the time. Teams are structured around the type of project, length of project, skills requirements, and employee growth opportunities. This means that wherever possible, we will not only place the best mix of people together to deliver effectively on a project, but also ensure that the people bring a mix of expertise to the team. 

The company may be bigger nowadays, but our senior leadership puts more time than ever into getting to know every person individually. It takes a great deal of effort, but our philosophy will always be that every Entelectual has some sort of direct relationship with at least one senior leader in the business. If you don’t believe that it’s possible, ask around! From here, all the bases of a family feeling can be fostered. Along with the fact that each team functions like its own little tribe means that you’ll always feel like part of the smaller and the wider communities.

Due to history and society, we are in an industry that has only recently become more representative of the mix of gender and race in our country. Since we started, we have seen a lot more females and people of colour coming out of universities, so the number is naturally rising. But that does not mean that we can just rely on nature to bring about the change that we want to see. We have specific focus groups and training that help us actively grow leaders amongst the underrepresented groups. Growing this from the bottom up is our strategy, rather than looking to bring in quotas. This is because so many of our leadership team started at the bottom of the company, and we want that path to be open to all. We have always been and always will be a meritocracy. As an aside, diversity is not just about box-ticking – an open communication forum and plenty of “ask-me-anything” sessions encourage different opinions and diverse views to be shared and considered. Diversity in thinking, progression and removing bias is the important thing here.