Hyper growth has lead to plummeting eSat scores and rising attrition in the sales org. It's very hard to keep the magic in a company from pre-IPO to post. DocuSign managed to do this for about 2 years but has finally turned the corner to become just another tech company chasing $'s. It's no longer about the happiness of the employees let alone the individuals doing, "the work of your life." A mid-year change in go-to-market strategy has caused a huge rift between Renewal Management and Sales orgs. The main cause is that both teams are directly incentivized against one another. Depending upon which vertical you're in, you can expect around 15% of team to quota. Miserable numbers compared to years past. The DocuSign response has been throw as much change as possible, as quickly as possible to the problem (s) in hopes that something will stick. This 'fail fast' method works well at Amazon, it has not worked well at DocuSign. If you come in as an upmarket AE, expect to be doing your own account management and now your own pipeline generation. The MDR org is routinely turned over to either fill new AE roles because of the attrition or they get burnt out and move companies. The RM org will most likely not be around after this FY finishes. If you're interviewing upmarket, please ask as many questions as possible to the hiring manager. Ask the team % to quota, ask how many MDRs an AE has gone through the previous FY, ask how much pipeline is expected to be generated by the AEs, ask how many hours a week are spent on non-mrr generating activities, etc.
