Company : -Internal processes are terrible. It is very difficult to work with other departments, and no one ever seems to confidently know an answer so usually you go with the best guess. - Leadership talks about being transparent but so many departments and employees get blindsided. (We just did a layoff and for an employee experience company, it was performed in a terrible way) - Moving all support and engineering to 3rd world countries post layoff. - There is definitely favoritism and it is clear with leadership promotions and book distribution. - The office environment is a lot of drama with a lot of immature/early career employees. Sales role: Quotas are unachievable and barely anyone hits accelerators - which is by design. On average, in the 3+ years I've been here, on average I would say 10% of fully ramped AEs hit a quarterly target. (There are so many ramping reps that leadership would say its 50%+ but that is mostly made up of SDR promotes selling 10K in a quarter.) - Sales leadership keeps moving the goal post by trying to add verticals, then changing their minds, adding new AE roles and breaking off what products AEs can sell, then scrapping that 6 months later and reshuffling your book. - Most frontline managers are weak and cannot help you close deals and simply ask what you are forecasting (which for some teams is bugging you weekly but most it's monthly even though your quota is an annual quota. - Layoff got rid of 75% of our pre-sales support. - As a sales org, we've only reached our target quarter number ~10% of the time.
