1. The company is constantly churning through Outbound SDRs. Out of ~120 outbound reps, less than 5% actually hit quota each month, and 5-15 reps are hired every month to replace the people who leave. The target of 14 meetings per month is insanely high and designed to be consistently unattainable. The best reps I worked with, on their best months, would only hit around 10-12.
To compensate for this, if you hit 7-8 meetings per month you will stay off PIPs and keep your job. However, the listed $85k OTE is based off of the quota of 14 and scaled unfairly, meaning that 50% of your quota results in around 33% of your commissions (so really around $60k OTE). After only 8 months on the job I was considered a "veteran" because most people only last around 6 months or less.
2. The sales floor operates as a call center. Outbound reps are expected to make at least 100 dials a day and regularly over 150. You are not allowed to use custom cadences, and the ones that are forced upon you contain typo-littered emails that send out on an extremely high frequency, regularly landing your domain on a spam list. NinjaOne cares more about controlling workflows and daily KPIs than allowing SDRs to use tactics and cadences that result in more meetings.
3. When you start, you are assigned ~700 accounts, and they are initially warm. NinjaOne wants new reps to hit their ramp quotas (first month 1, second month 5, third month 9) so they buy in to the company and feel motivated. However, after your initial ramp up period, you are hung out to dry.
The account replacement system is horrible. I would scrub accounts and mark them as unqualified and they would still sit in my name for months. When you rarely do get provided with new accounts, they have been run through multiple times already by previous SDRs. If a prospect isn't interested the first time, why run them through a cadence 2-3 more times?
4. SDR managers are overworked with various meetings each day, leaving them with little time to actually manage and coach their representatives. My manager worked his tail off, commuting over two hours each way every single day, and as a reward he was tasked with managing two additional teams on top of my own.
Getting on his calendar for a coaching session was near impossible due to the amount of responsibilities the company tasked him with. I want to be clear that was not his fault, he consistently fought hard for his SDRs and truly cared about us.
5. The company lists LinkedIn job postings as Hybrid, with Mondays, Tuesdays, and Thursdays in office. However, for reps not hitting half their quota, it is Monday, Tuesday, Wednesday, and Thursday in office. Leadership will frequently require SDRs to come in on Fridays for arbitrary reasons.
The issue I have with the in-office days is that ONLY SDRs have to come in; on Wednesdays and Fridays most other employees and C-Suite Execs are nowhere to be seen. They are clearly pivoting towards a fully in-office capacity, which is not inherently bad, but they are dishonest to individuals in the hiring stages.
6. The VP of Sales was fired the day after the Christmas party. I can't speak on his performance in his role, but he was fully remote, and one of his primary responsibilities was motivating SDRs to come to the office because "we work better together". I understand why he was let go, but firing someone like that right before the holidays is brutal.
7. The rare SDR who receives a promotion to Account Executive receives a base salary of $55k, but externally hired AEs receive a base salary of $75k. Do with that what you will.
8. The men's office bathroom is regularly overused and overcrowded. I feel bad for the poor person who has to clean it because it regularly smells like a construction site porta-potty. Many of my colleagues would walk to a nearby restaurant or hotel just to have an acceptable bathroom experience.
