Aisera reviews

The scene is unbelievable, I've never seen anything like this in my career. I can maybe imagine this in an emerging market but not in Silicon Valley. The CEO does not care about people, only the product. Leadership is not interested in training anyone. Employees should arrive fully trained. The job descriptions are misrepresented. The job you sign up for is not the job you'll be doing. (An Enterprise AE role is relegated to BDR activities. Enterprise Sales Director = BDR Manager.) When leads are created, leadership takes over. Many deals have been lost by leadership. Reps have had to fight to get paid on deals. Payment timing is tied to when the company gets paid. (This may be common for a services business, but not for software. Standard commission payment is the following month after booking). There's no order, no organization. Everything is a fire drill based on when the CEO is available. Turnover is horrendous. In short, it's not a true company. It's just a good product. As a result, there is no real enterprise value other than the product. So the compensation and equity value you expect will never materialize. Given all of this you would expect there to be some changes. It's unfortunate because it's an amazing market opportunity that will never realize its full potential value.

Where do I start? If you are in engineering, things may be different for you. However, if you report up to the CRO in any fashion, you will be miserable. I understand startups need to grind to get customers. But they do not want you to sell, they want you to source leads for the sales leaders and they will sell, with you supporting them. Even that may not be so bad, but you are expected to do 100 calls/emails a day, like a BDR. Not very strategic, at all. They are crazy people about being on camera every meeting. This is a reflection of their micromanaging style. They hire senior sales people and treat them like they can't be trusted or don't know what they are doing, all the while giving them BDR level work. This makes no sense, the business should hire an army of BDR's first - then bring in senior sales people as things scale. When I left there were 2 BDR's and over a dozen senior sales people. CEO is a bad person. That's all there is to it. He's like the Indian version of Trump. You will not like working with him, your prospects will not like the idea of working with him (as evidenced by prospects telling their salesperson not to bring him back to any meetings), and current clients churn because of him. This is the last place you want to be as a sales person. Within my first two months, 2 out of 3 sales management leaders quit. The 3rd one quit shortly after I left.