Jamf reviews

I joined Jamf with the expectation of quickly progressing into an Account Executive role, but shortly after I started, the company entered a hiring freeze that made advancement nearly impossible. Leadership frequently rolled out new tools, processes, and initiatives that felt rushed and poorly thought out. Instead of making the job easier, these changes often added unnecessary complexity and made hitting quota more difficult. Management support was inconsistent. My manager tended to micromanage during high-pressure periods but didn’t provide actionable coaching—conversations were often centered around metrics and the threat of a PIP rather than development. There was also a lack of respect for employees’ time, with meetings and 1:1s regularly starting 5–10 minutes late. Quota attainment and opportunity generation varied heavily depending on territory, creating an uneven playing field. At times, tools or methods that were working were taken away, making pipeline generation even harder. There were also multiple rounds of layoffs due to prior overhiring, which created instability and added pressure. Some organizational decisions during restructuring did not feel consistent or merit-based.