Compensation and quota practices lack transparency and consistency, making it difficult for CSMs to reliably achieve OTE. Policies like churn rollover and retroactive quota increases effectively move targets after the fact, which undermines trust and predictability in earnings.
There is no accessible reporting to track churn rollover, even though it directly impacts compensation. This leaves employees unable to verify or forecast their performance against goals.
Base salaries are below market, which forces heavy reliance on OTE—yet quotas and policies are structured in a way that makes achieving that OTE unrealistic. Additionally, different segments (e.g., MSP vs. IIT) are held to the same targets despite meaningful differences in their business models, leading to MSP CSMs make more of their OTE than IIT CSMs.
Management has encouraged working beyond standard hours to try to meet targets, and responses to compensation concerns have been dismissive rather than solution-oriented, even telling us to "budget better."
Overall, the lack of transparency, shifting expectations, and misaligned incentives create an environment where compensation feels unpredictable and difficult to trust.
The company is more concerned with having our logo on an F1 car than paying us a livable salary or matching our 401K.
