*The company operates with a heavy sales-first culture. Other functions — particularly those that directly support revenue generation, like proposals — are chronically under-resourced while still being held to very high expectations.
*Cross-functional collaboration on proposals is extremely difficult. Work that requires input and review from subject matter experts is consistently deprioritized, even though those same stakeholders benefit most from the wins. Leadership does not reinforce participation, leaving the proposal team to carry enterprise-level projects without adequate support.
*There is a fundamental lack of understanding of the RFP and proposal development process across the organization, paired with an unwillingness to learn. Despite this, there is no shortage of critique directed at the people doing the work — often from individuals with no visibility into the workflow or the strategic rationale behind it.
*Leadership under the current CEO has shifted the company's focus away from mission and product quality toward revenue at all costs. The leadership style lacks emotional intelligence and creates an environment where employees feel pressured to comply rather than contribute. Dissent or strategic pushback is not welcomed.
*Key leadership figures in product-adjacent roles are disengaged and unapproachable, which compounds the lack of cross-functional support and creates bottlenecks across teams.
