assurance manager

quality assurance associate

front desk receptionist

vice president of mergers and acquisitions

senior tax manager

Considering that I was the project manager and was assigning tasks to my colleague, I thought that I should have led the overall development of the framework. Based on the discussion my colleague, my team member suggested that he has developed several frameworks in his past career life and that he wants to take a lead with developing the outline for this engagement. Ideally this was the responsibility of the project manager and I should have taken this responsibility. However, on second thought, I agreed that my team member had better experience developing best practices audit framework for large companies. I decided that I would let him take the lead on the engagement and that I would assist him as and where I can. He asked me to do a thorough research on various industry best practices frameworks. I readily agreed and started researching on audit frameworks. I researched on COBIT and COSO frameworks and developed gap assessment with these standards for the client. I brainstormed ideas with my colleague and while discussing my ideas he drafted an outline which used a combination of COSO and COBIT framework. This was an interesting experience for me since it could not envision that the problem at hand could have been best solved by combining two industry best practices instead of using one of them. Even though this could have solved the engagement at hand, it would still not be the best solution for this client. I had a deep discussion with my colleague and it seemed that utilizing the combination of both frameworks was an ideal solution.
As part of the deliverables, we developed the gap assessment, overall audit architecture methodology, detailed reports and a presentation for the client's senior management. We had a chance to present this report to the management where I allowed my colleague take the lead as he understood the intermingling of two frameworks much better than myself. At the end of presentation, the client was quite impressed with our effort and decided that the recommendations provided by us were not just unique but also suited to their environment and culture.
After the successful completion of the engagement, I realized that being a project leader does not mean that I have to impose my ideas and suggestions even if there are better suggestions from team members. In this engagement, I had to take a step back and let my colleague take charge as he had better grasp of the technical nuances of the project. I readily assisted my colleague during the project and did as he suggested. Even though simpler tasks like making a presentation or reviewing reports were menial tests that I used to assign to junior consultants in past engagements, I was doing these activities on this engagement. There were several things that I learned from this experience. I learned that it is alright to give charge and authority to another professional who has better skills for the engagement at hand. I also realized that even though I was the face for this client, it was alright for me to allow my colleague to take the lead in client presentation. At the end of the day, it was the team work and a better understanding between both of us that resulted in a successful engagement. Many a time having conflicting views in a team does not mean there is disagreement of prospective solutions but instead it brings about a need for adaptability to ensure the end goal is accomplished.
After the engagement was completed, I reported back to my partner with the feedback on my colleague's work and also explained how the client was impressed with our final deliverables. I gave an "outstanding" rating to my colleague for this engagement. My partner was also impressed that I let my colleague take charge on this project and that we resolved our issues in a professional demeanor. Couple months down the line from this engagement, the client came back suggested that they needed help with another engagement. My partner reached out to me and my colleague and suggested that we both have to be in sync and provide the best solution as we did from the last engagement. Hence, we not only retained our client but also were able to build strong relationship among ourselves and with the client.

A typical day at work:
A normal day heavily revolved around engagement management and execution. It involved reviewing workpapers, conducting client walkthroughs for key processes, and leading team status meetings. There was a continuous flow of communication with clients to resolve open items and with partners or directors to discuss complex technical accounting issues and audit findings.

What you believe you learned:
I significantly deepened my technical expertise, particularly in navigating complex audit methodologies and applying standards across diverse industries. I also honed my ability to manage audit teams, develop efficient performance audit programs, and communicate critical findings clearly to client management and audit committees.

Management:
Management was highly knowledgeable and generally more accessible than what you might find at the Big 4. Partners and directors were actively involved in engagements, which provided excellent mentorship opportunities, though they maintained stringent expectations for work quality, engagement budgets, and filing deadlines.

Workplace culture:
The culture at BDO is highly collaborative and team-oriented. While the expectations are undeniably high, there is a distinct effort to foster a supportive environment. You work closely with your engagement teams, and there’s a strong sense of shared responsibility, especially when pushing through the challenging busy season months.

The hardest part of the job:
The most challenging aspect is managing the intense workload and long hours during busy season while balancing multiple client engagements. Navigating tight deadlines, dealing with occasional resource constraints on teams, and keeping up with evolving professional standards requires significant stamina and time management.

The most enjoyable part of the job:
The best part is the exposure to a wide variety of middle-market clients and the opportunity to take on substantial responsibility. Working alongside driven professionals to solve complex financial problems is incredibly fulfilling, as is the strong camaraderie built within the audit teams during challenging projects.

I spent 3 years here in the mid-2010s right out of grad school. I chose the firm over offers from all of the Big 4 (Milwaukee or Chicago offices) and some government offers (GAO, FBI) because I liked the managers and partners I interviewed with, they gave me the hard sell on their firm, and I preferred to be in Milwaukee due to a family health concern. I was promoted to Audit Senior after 2+ years and never received a single piece of negative feedback in my time with BDO Milwaukee. Then, I was unexpectedly terminated after a 3rd busy season with zero explanation. Keeping in touch with former coworkers over the last 5+ years, it seems my situation is the normal course of business at this firm, rather than an aberration. It's basically their business model to fire staff and management whenever the office is failing to meet earnings expectations...which seems to be a nearly annual occurrence.

Fortunately, the two managers I had worked for at BDO provided me with excellent recommendations and I landed a lateral position with a Big 4 in Chicago in a matter of weeks, where I was recently promoted to Senior Manager.  Even though I landed on my feet, I look back at my time with BDO as, without question, the worst experience of my career.  

If getting terminated without cause isn't bad enough, I have come to realize that the Milwaukee Office partners, managers, training, and work-product are all subpar at best. I would strongly recommend that potential employees avoid this place at all costs. Unless it's your only job offer, pretty much any other option is likely an upgrade.

What is the best part of working at the company?
The work environment and culture at this company are extremely toxic. Management is disorganized and lacks clear communication, leading to constant confusion and frustration. The high turnover rate speaks volumes about the dissatisfaction among employees. Overwork is common, and there is little to no support for work-life balance. Unrealistic expectations are placed on employees, and failure to meet them results in mistreatment and blame. Overall, the company culture is demoralizing and unprofessional. I wouldn't recommend this place to anyone.

What is the most stressful part about working at the company?
There is no work life balance in this company. 

What is the work environment and culture like at the company?
The work environment and culture at the company are toxic and disorganized. Employees face constant overwork, poor communication, and little support for work-life balance, resulting in high turnover and widespread dissatisfaction.

What is a typical day like for you at the company?
A typical day involves dealing with disorganized management, handling an excessive workload, and trying to meet unrealistic expectations with minimal support. The environment is stressful and draining, with little regard for employee well being.

I have learned a ton about Microsoft Excel and a lot of basics revolving around internal controls, various financial statement areas and related testing, and the auditing process in general.

For the most part, my co-workers and management were great, but like any place there are a few bad apples.

If you do what you're supposed to do, there is plenty of room to advance.  Compensation once you begin advancing seems to be more about who you know and who likes/dislikes you than the amount/quality of the work you put in, but it could be like that everywhere.

The hardest part of the job is managing the long busy season hours.  If you have kids at home, this is much more difficult to juggle.

The most enjoyable part of the job is the co-workers.  Most jobs come down to the people you work with, and like I said, for the most part, I work with some excellent people.

In my view, bdo operates like it's stuck in the past, with very few initiatives to innovate. the company uses outdated software and processes for work that is already being automated by companies both in and outside of public accounting.
For them to claim that one of their core values is "embrace change" is laughable. In my view, the company operates on a churn and burn model of hiring- overworking new hires in the first couple busy seasons to churn out the most work, only for them to burn out and leave. It wouldn't surprise me to find out if they have the highest attrition rate in the business.

There is no real direction from the top on where the firm is headed or how they plan to differentiate themselves. This shows in the ambiguous "culture" the company claims to have, but when pressed most leaders can't cogently articulate what this "culture" actually is. During busy season,
certain offices hoard work, leading to extreme and unnecessary burnout for employees who have to plan out their schedules weekly to meet hours. 

bdo pays lip-service to its "values", but its merely a smokescreen of a distraction from its toxic practices of overworking staff.

While I absolutely love the BDO FMA department of BDO, the management of BDO overall is atrocious.  

BDO FMA is wonderful.  The management is supportive, we get to work with nonprofit organizations, we are collaborative, everyone is willing to help out others at a moment's notice.  We have a lot of thoughtful, caring people who are excellent at what they do and really care about the clients and their missions.  I can't say enough positive things about BDO FMA.

However, BDO FMA is a part of BDO and BDO is awful.  They have recently mandated 50 hour work weeks. All they care about is billable hours and don't support any non billable hour activities such as DEI work, professional development, etc.  They SAY that they support this work but in actuality, if you take time away from your billable hours to do this work, then you are reprimanded and raises/bonuses would be affected.  They make us feel like rats is a rat race.  

Highly recommend to NOT work with BDO.

BDO was my first public accounting firm and I enjoyed my time there. Work was good and I learned alot. However, management is extremely poor. Training for associates is pathetic because it consists of bunch of videos which does not help with your work. Management is very focused on interns and in my opinion they don't pay too much attention to newly hire associates. Instead, they have high expectations from associates that have some experience and they set associates up for failure unless the individual learns on its own.

You would rarely get positive feedback and negative feedback would first be communicated to partners/directors group and then it will be communicated to you. Obviously, your performance will be judged based on those negative feedback without taking everything into consideration. Overall, you must be extremely proactive when working at BDO and over communicate with senior and managers in order to secure your place in the firm. Otherwise, you will be used in the busy season and then let go without any concrete reason.

Basically my work include the following:

1. in charge for several reporting engagements, as group auditor and component auditor respectively;

2. Prepare consolidation worksheet and draft the Group Financial Statement;

3.involved in integrated audit for SOX and financial statement audit;

4. involved in listed company audit, the Company is listed in main board of SGX;

5. in charge for small medium multinational companies.

6. Understand the business operations of different industry

7. Provide on-the-job training to the juniors

8. Draft system notes for companies' operations

In order to understand the business operations and get the useful information, I need to communicate and discuss with clients. As a result, my interpersonal skills will be improved.

As working in BDO LLP, I am not only gained experiences in auditing but also gained understanding in business operations by drafting the system notes of companies in different industry and communicate with the people involved in operation departments.

Overworked, low pay & benefits, regressive culture, disengaged management that doesn't care about its people. Operates more like an accounting firm from the 1950's with its old technology and hierarchy where the regular employee doesn't have a voice. You will be treated as a number. They don't care about the well-being of staff although they claim to offer "work/life" balance, but the reality is far from it. They operate more like a small office company - having little interaction with other offices, thus creating a high-school cliquey culture. The CEO of the company is never on calls or online for that matter, no engagement between offices despite it claiming to be a global firm.  If they don't like you then admin will collude with management to set up traps to frame you and try to make you believe "it was your fault". 

They would rather waste money to hire/train new staff over and over again without addressing the reason(s) why so many leave in the first place. They do not see the long-term impact of some of the highest turnover (if not the highest) in the industry. 

Top Job Titles	Average Salary
Assurance manager 6 salaries reported	$127,105 per year
Quality assurance associate 4 salaries reported	$80,000 per year
Front desk receptionist 2 salaries reported	$15.00 per hour
Vice president of mergers and acquisitions 3 salaries reported	$160,755 per year
Senior tax manager 2 salaries reported	$156,500 per year

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