- Mediocre on-boarding. - Awful territory planning, 50/50 chance you'll do well. - New sales hires get the scraps and their territory is picked dry when they get it. - Managers offer generic coaching. - Tons of people leaving across the business and lots of quiet firings, which makes it hard to bring in specialists or tenured folks on deals (they're stretched thin or gone completely). - Company's selling culture was highly transactional the last few years, resulting in customers viewing the company strictly as a vendor rather than a the strategic partner they'd like to be viewed as. - Inbound leads are non-existent. - Average deal size small compared to quotas. - Enterprise teams are constantly pushed to conduct more transactional deals versus strategic ones. - New Runduck automation product is expensive and complex to sell with little to no support from specialists. - Zero coordination between sales and marketing. - Marketing basically passes their job off to sales. - Constant fire drills. - Terrible hand offs on accounts, no strategy, no notes, rarely any existing relationships. - Heavy expectation of sales to make up the gaps in the business. - Majority of customer success team isn't helpful at all. - Company is facing customer attrition for the first time in it's history and it doesn't know what to do about it. - Exec leaders are scrambling to course correct, but the constant fire drills counteract their efforts. - Comp is meh, but if you sell a whale of a deal it's not bad...but good luck being new and getting a whale. - Pipeline and opportunity structure is a joke, unless an opportunity is basically at the demo or deal negotiation stage, don't enter it. - If you as multiple people what the standard is, you will get multiple answers, and you have a pipeline generation target too. - Obvious favoritism.