Pros
Before 2020, I had a great experience with strong leadership, a high-performing team that consistently met or exceeded quota, and excellent benefits. I returned to the company in 2023, but by then, the culture and quality of leadership had declined significantly.
Cons
Hope you are sitting down and buckle up.
Since returning in 2023, I experienced constant leadership changes, repeated restructuring, and a significant decline in collaboration across the organization. New executives brought in former colleagues and leaders from their networks, while many long-tenured employees—including people with more than 20 years at the company—were affected by multiple rounds of layoffs.
The go-to-market strategy changed almost every year. Sales teams went from being able to sell a broad portfolio to being restricted to a single solution, specific industries, and limited buyer personas. In some cases, strong performers were reassigned to products that were difficult to sell or poorly suited for their region, particularly solutions acquired internationally that had not yet been fully adapted for the North American market.
Teams that previously worked together began competing against one another because each group had separate revenue priorities. Collaborative selling became increasingly difficult.
Between 2023 and 2025, my role changed four times, and many historically successful employees began missing targets due to territory, product, and organizational changes outside their control.
Internal politics and administrative work also became excessive. The CRM contained an overwhelming number of required fields, including outdated and redundant requirements created under previous leadership. Even producing a customer quote could involve unnecessary layers of approvals and internal processes.
The biggest concern was the lack of timely communication around roles, quotas, territories, and compensation plans. Employees often did not receive finalized plans until March or later, even though they were applied retroactively to January. In some cases, employees sold products before learning that those sales would receive limited credit—or no credit at all—toward quota and commission.
I was eventually let go during what I understood to be the fifth round of restructuring-related layoffs. A former colleague later told me the company had gone through additional rounds since then.
Soon afterward, Altus Group published a video on LinkedIn about employee well-being, support, and being a “family.” Given the repeated layoffs, lack of transparency, and treatment of long-tenured employees, that message felt disconnected from my experience and left a very sour impression.
