Sonar reviews

- The onboarding was unbelievably boring - The job gave me depression (only found out after leaving) - The new CEO tries to hard and gives off that annoying American enthusiasm - Work has to go through so many hoops and checks to get signed off - So many processes and documentation to check that I didn't have enough time to do work itself - some annoying people

Yet I continued telling myself, quarter after quarter, that the business would learn and shift to take advantage of its strengths. It never did, and I don't see that changing in the near future. - There is a vision, and there is a strong front line, but the executive team cannot figure out how to operationalize change. This is due in large part to an inability to prioritize and create focus at the top. There are always a hundred "Tier 1" initiatives and never enough people or time to execute them well. And then there is frustration when the field can't keep up. - The business is unwilling to acknowledge how customers use and view the product is shifting, and continues to underfund, or outright deny, efforts to build better support and education to help customers navigate that shift. - There is constant change, and not the typical kind. Full resets of roles, 50%+ recutting of territories, new policies and processes every week. - Managers and sales leaders seem to spend as much time fighting the business and trying to shield us, as they do running their teams. - There appears to be a fundamental lack of trust between the executive team and its leaders, and vice versa. Executives are hands-on and making reactive decisions far too deep in the organization, while also seeming to actively disagree with or ignore the advice of Directors and VPs. The result is a culture where heroics are required to save the day, the front line can't stay focused, people are overwhelmed and burnt out, and attrition is rising.