Pluralsight reviews

- The Director and VP have no idea how to run a business development department. They could not care less if BDRs leave the organization or progress in their careers; 17 left last quarter alone, and 4 more to start off Q3. - The 1st quota is unattainable, and promotion is extremely unlikely. Just ask the numerous BDRs that have interviewed for promotions and are still in a BDR role. Continually told, "Maybe things will open up soon" or others that worked a role they thought they could move into, only to be told the position isn't being filled. - We were told at the beginning of the year that we wanted to expand our sphere of influence in companies. This led to most teams receiving a 20-30% increase in goals. We were to get credit for anyone we put in front of our AE, only to have that changed and be told we could not get credit for bringing multiple people to discovery calls. The goal increase was to save the company on commissions, nothing more, nothing less. - Feedback is never heard, and managers are not on the same page either. Things coming down from the top don't make it to the BDRs, or things aren't coming down from the top at all. For example, not a single manager is on the same page about the promotion path or how the process works or what to do to help individuals progress. A document was sent out with the "official process," but when I showed it to my manager to get clarification, they had never even laid eyes on it—a manager who is supposed to help me "own my outcomes." - Recharge weeks the company gives aren't really recharge weeks for the BDRs. We are still expected to hit a full month's quota in 3 weeks' time. Doesn't seem really rejuvenating, right? - Morale is so low that we recently had a call to celebrate the wins of the previous quarter, and it seemed like we were attending a funeral. Just reading slides; that's not celebrating. This was on a day in the office where we could've gathered together to celebrate, but it was done over Zoom, with many team members choosing not to waste their time. I can't speak for other orgs, but the BDR organization is a gigantic hot mess that doesn't look like it's getting cleaned up any time soon.

Used to be a company that people admired, especially in the Salt Lake Valley. As with every Vista takeover, they bring in their peeps and it feels like PS got the leftovers. The executive team at PS is in over their heads. You have a first time CFO, who most people actually like, but nonetheless he is simply the middle man between the business and Vista. Operationally the company is about as bad as it gets. It made it impossible for sales to efficiently close business, which translates into low quota attainment, which leads to layoffs. The Ops Leadership team has a few metrics whereby you can measure their success: Process, Data, Forecasting and Planning. The sales process isn't a process, it's people running around trying to get deals approved and out the door. Data is not reliable and unusable, they couldn't forecast yesterdays weather. Planning usually consists of how many people will they plan to lay off. But hey, let's give the new Ops Exec a promotion (who I believe hasn't had a tenure longer than a year or two at his last several stints - I would assume because they weren't comfortable with incompetent people running critical portions of their business). I wish I worked in an environment where my ineptitude could be exposed in every aspect of my business and still get a promotion. I can assure you all, the best days of Pluralsight are behind them. A majority of their revenue this year will come from leasing out their Draper building, because they no longer have enough employees to justify the expense.