RightCapital reviews

The most dysfunctional SDR team in fintech. The team leads make zero calls and book zero meetings. Only one lead was a good SDR when they were in the role. The other two fabricate their stats, which is obvious if you check the CRM and adjust the settings. They also micromanage every chance they get. Adding little to no value and differing most of the labor the senior sdr's (who honestly should get paid more, they help me out a ton more than any team lead has). It is as if they want to be unlikeable and aggravating. They constantly prioritize call count over booking meetings, which makes no sense. The job is about booking demonstrations, yet they push making 120 calls a day to a list of mostly useless leads. It is literally all they talk about. 120 120 120 120 120. When there so many people on the team not hitting even close who are always at goal or at least above minimum. There was one SDR who made somewhere between 20-70 calls per day but consistently booked 5–10 meetings every single day for MONTHS. He sourced his own high-quality leads and booked them with ease. Meanwhile, the rest of us were still fed the “120 calls” propaganda, even though the data clearly showed the job is about quality over quantity. And the crazy part is HE LEFT, likely due to constant rule changes and a complete lack of motivation and incentives. Any other SDR/BDR role focuses on generating revenue by booking meetings. RightCapital, instead, cares about call count, sending emails, and pushing weak marketing content to financial professionals. Their SDR retention rate is 51%. One out of every two SDR hires leaves before reaching the three-month mark—and it’s not their fault. SDRs are not trained well enough on how to sell the product, and the quota makes zero sense. They do not give new hires enough resources to succeed early. They solely rely on the rest of the team (WHO NEEDS TO HIT QUOTA) to teach a new hire how to also hit their numbers. The head of the SDR team literally uses ChatGPT to send messages to the team and can’t even take a few minutes to write his own thoughts. He is lucky enough to be running the team. WE all know he COULD NEVER sell the software. Yet SDRs are required to personalize everything, or management is constantly breathing down our necks. There is also a horrible relationship between the SDR team and the sales associates/account executives. There is no collaboration at all. Sales associates can do anything and never get called out, while the SDR team is expected to be perfect. One sales associate has missed multiple demos—costing SDRs money—and faced zero repercussions. Overall, the SDR team is a mess. They are lucky the engineering team makes the software sell itself, because the sales side would be awful without it.