Datadog reviews

The culture is terrible, the targets unreachable, management is ill equipped. What inspired me to post this was seeing they are running ads on LinkedIn in Denver for this role. The Denver office is the worst environment I’ve encountered in 11 years in sales. From director down it is awful. Your leadership’s only concern is what you did for them this week, and would prefer not to help in any way, on any deal. You will get commission during ramp, but after that it is a pipe dream unless you suck up. In my year at this company, my whole team quit or was PIPed. After leaving, a full new team was quit or PIPed. I advise to look at the tenure of this role in the Denver office before ever even considering meeting with them. Churn and burn environment, with terrible leadership. There is no Sunday scary like a Datadog Sunday scary

The culture has noticeably shifted post-IPO. What was once a growth-focused but balanced environment has become "growth at all costs" with a heavy emphasis on recent performance over long-term contributions. There's a pervasive "what have you done for me lately" mentality that can be demoralizing. Compensation structures, particularly in customer success roles, haven't evolved with market standards or job responsibilities. Many roles function as account management but lack commission structures or meaningful upside potential. Leadership often refers to CS at Datadog as their "secret sauce" which, given the compensation model, feels disconnected from market realities. Chronic understaffing affects both employee experience and customer outcomes. Supporting functions like deal desk are consistently behind hiring goals, creating bottlenecks that impact everyone. The company tends to be inflexible with new leadership - if you're hired as a leader, expect to adapt completely to existing processes rather than bringing external best practices. The work environment has become increasingly rigid. Heavy email culture with excessive documentation requirements slows decision-making. The hybrid policy includes location tracking with monthly reports to leadership about office attendance, which feels micromanaged for professional roles. Compensation bands are inflexible, with minimal annual increases regardless of performance. Turnover has increased across all levels, often because leadership protects existing structures rather than developing talent or addressing systemic issues.