The company is has hit a massive growth curve which is exciting, but also brings plenty of challenges and growing pains. Note that all of this is from the sales perspective, I can't speak to other parts of the company.
First and foremost is support. The company is simply selling more stations than its "98% uptime guarantee" support can handle. It's very challenging working closely with a customer to get to a sale, and then when (not if) the product has post sale issues, there's no one to turn to. I actually had trouble selling our expensive warranty to customers with a straight face. You can call in and wait on hold to open up a support ticket, and then continuously follow up on it to try to help a customer out, but other than that the focus of the sales team seems to be going out and closing new business, not worrying about existing customers. The company is so incredibly focused on being a Silicon Valley style "software" company, that it seems to forget that it makes physical electrical hardware.
At a general level, it seems to be really hard to know who to turn to to get traction on projects. "That's not my role" is getting too commonplace. There are a lot of different and overlapping verticals (fleet, auto, eBus, enterprise, utility, channel, regional sales) where there is always someone to claim credit when things go well or take a large project away from you, but not collaborate and really work hard if you need traction to take something on for the customer. The company is trying to organize more as a newly public company, but when you have AE's all making commission, you need to find a way to have these verticals collaborate more and compete less.
The sales organization is performing well, but does seem to be a bit unorganized. There was recently a major "re-organization" that was carried out extremely quickly and left a lot of people confused, with new managers, territories, and verticals. It wasn't clearly explained the reason for the "re-org" and felt that some of the veterans used it as a way to get a promotion. Overall just felt like a re-org for the sake of a re-org without addressing some of the deep underlying challenges. On all national calls, the time is typically spent more on congratulating everyone for how good of a job they were doing than by talking about product enhancements, industry news, or generally issues within the company that needed addressed. Outside of the CEO, its not entirely clear what the executives are focused on as their top priorities.
The company has done a phenomenal job of getting a large footprint, but as competition heats up the main fallback is always "look at our market share" rather than driving the product innovation forward and/or being price competitive. There are constantly new and very expensive features (warranty, commissioning, activation) that are required with the sale, but really don't add value to the customer and are just ways to add to the bottom line.
