The company decided to start with an open source model but to the extent that everything was free, and even the enterprise version was not gated in any way. When the time came to boost sales and deploy teams across various geos, we came across very strong adoption but absolutely no incentive to pay a single cent to MongoDB, be it a carrot approach or a stick approach. We ended up closing certain deals purely on price. The sales team moved from inside sales / field sale to a revenue tier system. In the ESMB / MM corporate sales space, adoption was high (they're agile organisations) but sales were often quite low (why pay when the free version, free training and free support cover all your needs). Enterprise reps could get more traction with features or compliance reasons. It's not to say there's no way to close really nice deals in both corporate and enterprise sales, but walk in there with your eyes open on how you're going to reach your number.
The sales culture is very regimented but that didn't bother me: you get trained extremely well, everyone is aligned with the same process, there are excellent sales tools that are very well implemented. What happens next depends on your manager, how experienced they are and how they execute on the company motto of "sell big or go home". Not closing enough business for two months in a row can get you in a PIP. Not making your number for 3 quarters in a row means no promotion and your annual attainment doesn't come into play.There's a lot of micromanagement around activities and hours and behaviour instead of encouraging brainstorming sessions or war rooms on deals. If you're lucky enough to click with your manager, you'll be fine. If not, you may have a hard time. There's very little to no space for slackers and it's both normal and a good thing. Some managers take it to the next level however and will come down on you like a ton of bricks because their notion of what's not okay is very different from yours!
