Palo Alto Networks reviews

A significant amount of day-to-day effort is spent navigating internal friction rather than helping customers solve problems. In many situations, getting the right internal resources aligned, approved, or engaged becomes more difficult than the customer challenge itself. There are overlapping teams, competing organizational priorities, and conflicting incentives across departments that frequently slow execution and create unnecessary complexity for both employees and customers. One of the more discouraging aspects of the culture is the disconnect between effort, customer impact, and reward. Many of the people working the hardest to support customers and move business forward appear to struggle the most internally, while visibility and internal positioning often seem to matter more than execution or collaboration. Over time, this creates a frustrating environment where highly collaborative and customer-focused employees burn out or leave, while less effective but more politically aligned individuals continue to advance. There is also an increasingly unhealthy expectation around availability and work-life balance. Extended hours, working during vacations, and remaining constantly connected are heavily normalized. In some internal leadership discussions, executives were publicly praised for working during major personal life events — including one example where the CEO was commended for continuing to work during his daughter’s wedding. While dedication and customer commitment are important, over time this creates a culture where boundaries feel discouraged and sustained burnout becomes normalized rather than addressed. In many areas of the organization, managers appear more focused on upward optics and organizational positioning than enabling front-line teams to execute efficiently. This creates a culture where internal alignment becomes more important than customer outcomes. The company still has a few excellent people but they seem to leave and those who are bad seeds get promoted, The level of internal complexity, organizational friction, and work-life imbalance materially impacts both employee experience and customer experience. Process and systems internally are completely broken and everything requires an IT ticket and 6 weeks to be resolved. Plus you can’t actually talk to anyone any longer outside of the ai bot Panda or slack, of which no one who can demo actually posted attention to. It’s super dysfunctional. In general the field sales teams are NOT valued or making any $$$. Be prepared to be pinned against your rep by management and will have to go to bat for the company to do what’s right for the customer or even the business every minute of the day. It’s exhausting. There is pretty much no accountability or follow through with any hq or support resources on requests. But remember. The problem is ALWAYS the employee, never Palo…. Add the hiring of vast Cisco staff that panders to their management and now you have a totally toxic culture that doesn’t want to hear anything but how great they are. Very sad.

Hi My Dear Brother's & Sister's, I am writing this after I have been going through all the tough times with this company. .I strongly recommend do not join this company without investigating about the team. They will offer you the compensation but they will throw you within 6 months without any proper logic/ the reason and they will portray like you have done all the mistake and they are not. This company offers good compensation but one of the worst management i have never seen in my career path. HR department will not take any action. This company needs good senior management.