Wonderful Company and Amazing Product, Vindictive and Incompetent Management - Business Development Representative (BDR) Splunk Employee Review

- Excellent work life balance and competitive compensation. - Strong benefits and talented, supportive colleagues. - Industry leading technology with an established brand. - Opportunity to work with large enterprise customers and travel when needed.

- Since the Cisco acquisition, leadership quality and sales execution have noticeably declined. The culture has shifted from customer success to excessive focus on spreadsheets, dashboards, and internal metrics. - Internal politics and favoritism have become increasingly apparent, creating inconsistent opportunities across territories and reps. - The Splunk / Cisco integration remains fragmented. Sales motions, product positioning, and incentives are not aligned, making it difficult to execute effectively. - Cisco sellers are still not consistently incentivized to sell Splunk, creating unnecessary friction between teams. - Lack of experienced SE resources makes running successful PoCs difficult and slows sales cycles. - Account Executives are increasingly treated like overlays rather than owners of their business. - Product innovation has slowed, with a greater emphasis on packaging and licensing changes instead of meaningful platform improvements, while competitors like CrowdStrike and Palo Alto Networks continue to execute aggressively.

Employment Healthcare Dental and vision 401(k) match Employee Stock Purchase Program

I was an employee of Splunk prior to its acquisition by Cisco. To say the two organizations run things completely different is to say it mildly. Micromanagement, passive aggressiveness, poor communication are just a few of the things that I still remember post acquisition. The level of micromanagement is counter productive and yields far less results than trying to imbed a sense of true ownership. Prior to acquisition Splunkers for the most part were valued as individuals. Post, it is more do it or else mentality. From interactions and observations, direct line managers are heavily stressed causing the ripple effect. Favorites or favoritism are in more abundance post acquisition resulting in increasing 90/10 rule. Promotions are more cutthroat post acquisition as Cisco actually thinks Splunkers coming over were paid too much. So they shuffled folks around, froze headcount that created more work for those still there, and reduced the promotion slots. SEs started jumping off the burning ship so I followed suit and am thankful I did. More and more it seemed like the Splunk folks were just surviving rather than thriving. I was honestly a bit sad when I left because I had so much fun working with Splunk prior to the acquisition. It was energetic, vibrant, and employees had loyalty to the brand. The work was challenging in a good way and people’s individual strengths were leveraged as opposed to having one cookie cutter mold for all.