The 2025 Best Firms to Work For: Logic20/20

CONSULTING SERVICE LINES: Strategy, Operations Management, IT

Logic20/20 is a technology and business consulting firm founded on the belief that projects often become more complex than necessary. Our teams take a structured, methodical approach to designing simple, effective solutions—even for the most intricate challenges. We help clients across industries—including utilities, technology and telecom—achieve their strategic goals and uncover new possibilities.

What sets us apart is our commitment to clarity—helping businesses cut through complexity to achieve efficient, high-impact outcomes.

Our approach focuses on four key area:

READINESS: Equipping businesses with the strategy, frameworks, and execution plans to navigate change and stay ahead.

INNOVATION: Leveraging AI, cloud, and digital advancements to modernize operations and accelerate growth.

INTELLIGENCE: Transforming data into actionable insights with advanced modeling, governance and visualization.

EXECUTION: Driving complex initiatives with precision, from integration to enterprise-wide transformation.

The organization's mission revolves around delivering high-value business and technology consulting, epitomized by a commitment to true partnership, a culture of excellence, and unwavering integrity.

We have the perspective and the experience to deliver logical and focused guidance, resources, systems and solutions.

CMAG: What characteristics and elements would you attribute to your firm’s inclusion as a Best Firm to Work For?

We are intentionally inclusive, and we genuinely care. And when you are intentionally inclusive and you genuinely care, people feel that.

We’re also really intentional about our culture. We hire to our values. One of my favorite expressions is A’s play with A’s, and B’s play with C’s. We’ve always aspired to play with A’s and hire A’s as we continue growing. We look for people who want to collaborate, who want to grow, and who care about the people they work with. They’re thoughtful. They’re motivated. They want to do good work—that matters to us.

One of our company values is to “foster a culture of we”. It’s about connection and support—being part of something shared. And it comes to life across our business. Last week, we brought in cupcakes and pizza to thank our interns. I’m not about big speeches, but I used that time to thank them (they’re doing great work!) and to encourage every one of our employees in the room to connect with our interns, share about their current role and their careers. That moment was small, but the intent behind it runs through everything we do.

CMAG: Are there any specific programs or initiatives that contributed to you being included as a Best Firm?

We’ve been consistent in a stratospheric goal of being one of the best companies to work for, for over a decade. We've remained true to the value system that we developed when crafting our company values more than a decade ago. And we have continued hiring to that value system, just as we set out to do.

One way we honor that commitment is through our Logic Values Award. It’s an annual recognition given to a team member who lives out our values in a meaningful, visible way. Nominated by their peers, the winner receives a holiday to a destination of their choice. It’s about acknowledging the people who show up every day and make us a great place to work.

We have several internal committees, but the one that I want to share is called the Consultant Advisory Board. CAB gives our early-to-mid career employees a platform to discuss what matters to them, take ownership of consultant-led programs, and build leadership skills. Over the years, our CAB committee has raised recommendations ranging from their priorities for company benefits to committees they thought we should invest in. Their work continues shaping the business.

Recently, we’ve started programs supporting our work in AI. We have internal programs like informal office hours and knowledge-sharing sessions. It’s part of what we call our learning culture. It gives our people the opportunity to connect with each other and fuel each other’s curiosity in a very real way.

We've always aspired to be one of the best companies to do business with and we remain as hungry to do that today as we were more than a decade ago.

CMAG: In describing your firm, what would you say sets it apart from other consulting firms?

We listen. It sounds simple, but it’s rare.

Our work requires a deep understanding of the industries in which our clients operate. We bring that expertise to the table. But that doesn’t mean we rush in with ready-made answers. Each business is unique. Our teams ask questions and listen to the answers. High-value consulting isn’t about delivering the cleverest solution; it's about understanding the full picture and building the right solution.

Every now and then, we don’t get it quite right. But even then, we treat it as a chance to listen more closely and shape something that’s a better fit for where the client needs to go. That speaks to our other values, drive toward excellence and act with integrity.

What sets us apart, time and again, is our people. Their genuine curiosity—about their work, our clients’ business challenges, and the industries they serve—shapes the quality of work.

I can give an example in the wildfire work that we do for several utilities. We deliver truly transformative solutions that help our customers reduce the risk of wildfires caused by their equipment. It saves lives. And it’s a little bit different at each utility. A one-size-fits-all approach doesn’t work, but the combination of our team's knowledge in this space and the time we take at the start to understand unique drivers in their environment and for their customers. That works.

CMAG: Where your workforce is concerned, what would you say your priorities look like for the upcoming year and beyond?

Internally, we talk a lot about our Culture of Growth. It’s not an abstract concept; it’s a real program. We create opportunities for Logicians to learn more about what their colleagues are doing, to shape our solutions, and to participate in presales activities like proposal development. The program helps them build the skills they need to be better consultants and grow their careers. It takes time to develop great consultants but it’s a place we’ve always prioritized.

Another core priority for our teams is AI. You can’t get better at using AI tools without experimenting with them. We’re investing in partnerships and tools that strengthen our team’s AI fluency and creating an environment where our employees can test, learn and sometimes fail. That’s how learning happens.

We’re also challenging our teams to ask hard questions. How could AI change my work? How could I deliver more value? What should I automate? What SHOULDN’T I use AI for?

We’re building a shared understanding of AI’s role in the workforce, both internally and for our clients. That includes identifying growth opportunities and current unknowns. It’s an exciting time.

Most importantly, we listen to the people closest to the work. The best ideas often come from those immersed in the details. We want our teams to speak up, ask questions, and continue shaping what comes next.

CMAG: What opportunities do you see as the most promising?

The buzzword right now is AI. Where we see promise is in our conversations with leaders when we can help remove those buzzwords and the layers of smoke and mirrors that distort what AI really is. Our work involves distilling down what artificial intelligence can do for a business and what a framework would look like for a small business in the retail world or a large business in financial services or a larger organization in power and utilities. There are legitimate use cases for nearly every employee in an organization.

There’s another opportunity in the space of executive AI education. Our recommendations include a range of programs that help executives build a shared vocabulary for this technology to information on scaling programs enterprise wide. It’s a big space with a lot to do in a short period of time.

We do a lot of work with utilities. In keeping to our AI theme, as demand for power increases—driven in large part by AI—utilities are having to rethink how they plan for the future. Our team brings industry knowledge to help them navigate this shift, supporting forward-looking strategies that are both practical and sustainable.

CMAG: What market forces do you see as the most challenging?

Market confidence remains the last piece of the puzzle to what should be a boom market for investing in professional services. That's not to say that we're not in a growth economy because we are, but it’s not yet stable enough for enterprise buyers that consume the kinds of consulting that we sell to move forward on big programs.

Our response to these forces is to stay grounded. We work with clients to design roadmaps tied to their business outcomes. We’re strengthening internal AI literacy, investing in education and building solutions that scale. Our business is built to be resilient, not reactive, and it’s how we continue to lead in moments like this.

CMAG: What impact do you think Best Firm to Work For honors will have on your employees? The firm overall? Clients?

This honor was voted on by our employees, anonymously. It’s really a great testament to their experiences here. As prospective employees look at their choices of high-quality professional services firms to come and work for, they can’t help but be swayed by a vote of confidence from the Logicians already here.

As for our clients, if you’ve been around the world for more than one turn of the sun, you understand that a happy workforce is going to deliver better quality work.

The impact for the firm is a combination of the two points above. Having happy people do high quality work for happy customers helps us continue our upward momentum. The award is also a reminder for us to keep investing in what makes our culture strong: trust, growth and connection.