Datadog reviews

Minimal Opportunity- Limited to around 50-80 accounts. These accounts have been BURNED by all the reps that have come before you, and you will not be allowed to source any new ones. Your account list is the Main factor of your success. After multiple years at the company, no inbound help at all. 100% outbound and expected to generate 100% of your own pipeline. Toxic Culture- Leaders don't really do much to help, just expect "Do More + Do Better". Weekly meetings mostly consist of metrics counting (how many emails and calls did you make) combined with how many meetings where set. The leaders essentially use reps as their SDR's and try and run your deals for you. Horrible Leaders: Leaders are all past reps that were selling during the pre-ipo times, where there was a lot of opportunity and accounts were fresh+ less limited. VP of sales uses threats, scare tactics, and more to try and "motivate you". He has the attitude of "if you don't like it here, the door is that way" Poor quota attainment: Quota attainment is typically around 5-10%..... No one hits goals, and the people who do are typically the few who are lucky to get a whale in a sales cycle. Leadership refuses to change goals and expects the reps to just "do better" The ultimate grind, with poor pay, and toxic culture

Perks are great to make you feel that you are appreciated but keep on eye on how your manager and management perceive your work ethic if you do not meet your monthly goals. Company spends a lot on perks including full healthcare and unlimited timeoff. These perks may affect what your actualy market value salary could be working in a similar role with anther company competitor or not. Management focused too much on metrics and running analytics against your instead of actually investing in you and making your voice heard. Despite having numerous townhalls and open discussion sessions, workers were not listened to or given push back that things will eventually change if given enough time. Don't hold the metrics too high, they do not show the entire story of working as a support engineer. Allow for more time and don't try to reach a MTTR (mean tie to resolution) time when its not achievable or even feasible. Give enough time for onboarding and better plan embed and scheduled time off for leave of absence so that the manager you end up keeps going from one person to another in matter of months Promote people as they grow and allow them to take the risk in a new position and leave room for future promotions and positions as the company and team grows. Not all Support engineers want to be a developer. Foster a team that allows mobility and apply their strengths to benefit the whole team globally rather than have their next great idea dwindle. Restructure the Hack/Dev days to allow more time for learning and gaining insight to the Datadog product and allow time for industry certifications Hire more engineers that can help with the load when peak times come and adjust the metrics requirements accordingly when these peask and valley of voume support tickets come and go.