Springbot reviews about "team"

Need more organization for training purposes and could add more features to the product to elevate it and its functions comparable to its competitors.

Terrible management, dumps company problems on sales team. embarrassing, outdated value props for customers.

In my previous role at Springbot as a customer success advisor I encountered significant challenges related to micromanagement and an overwhelming workload that disrupted my work-life balance. I was tasked with managing a portfolio of over 400 small-scale customers, where I had to ensure their satisfaction, address issues, and facilitate onboarding and enablement processes. Additionally, creating advertisements for these customers proved to be a demanding aspect, often resulting in underperforming ads and subsequent interactions with dissatisfied customers, whom I had to explain our no-refund policy to. The absence of a dedicated billing team meant that I had to handle billing inquiries and refund requests personally. Even when bills were overdue, I took on the responsibility of tracking down customers and persuading them to settle their accounts. Despite ambitious promises made by the sales team during customer acquisition, we lacked the resources to provide customized onboarding for the multitude of small customers who signed up. Managing their ad campaigns became an unmanageable task due to the sheer volume. The workload was so intense that I had to schedule bathroom breaks on my calendar to ensure I had time between onboarding calls. The micromanagement reached a point where I had to inform my boss, even while working remotely, about when I was taking breaks, including bathroom breaks. The understaffing and inadequate compensation further added to the challenges. At that time, my gross income was around $40,000, significantly below the industry standard. Since then, I have more than tripled my salary while reducing my workload by half. The company underwent a significant organizational change with the introduction of a new CEO, leading to a mass layoff that affected more than half of the workforce. Although unsure of the current status of the company, LinkedIn indicates a drastic reduction in the number of employees, from around 300 during my tenure to approximately 5. If the company persists, substantial changes are imperative for its survival in the long run.

-Still a growing company. Have to be able to adapt to changes on the fly. If you struggle with change... might be difficult

Terrible management, unrealistic sales trying to operate, no support, no real room for growth

Pay was not the best.

CEO (not Brooks! - he is not there anymore) is actually an investor - and talks about investor things. It's pretty obvious the company is just getting in position to be sold to the highest bidder - and not necessarily one that is a good culture fit for the current employees . It does not feel like a place that will be around long-term as it is. It's obvious that you will need to look for a new job soon (which is why I left).

The divisions within the company are unusually strong for its small size, and I saw them getting worse as it grows. The sales team seems to get the most priority from the top and the least respect from everyone else; from the outside, that side of the office often seems like a daytime frat party. For all the growth and new investment, the development team has stayed nearly the same size for years, and views itself as undervalued. New software requirements and deadlines are too often determined by other teams without input from those who will be doing the work. Usability and acceptance decisions are made by non-technical managers, not by customers. Employees are expected to provide their own computers to do their work. It took years for them to offer an inadequate stipend for this, and the result is a chaotic mix of technologies with no one in charge of supporting them. This always struck me as bizarre, and my concerns that it was hurting them in recruiting developers were met with shrugs. Training and advancement opportunities are mediocre. In the time I was on the dev team, exactly one internal employee made it to a management/architecture and stayed there. Their concept of an education program is to reimburse 50% on books, conferences (not travel), and so forth after the fact. It's very hard for developers to switch roles to things they'd be better at, and decisions affecting the team as a whole are often opaque.

young team, sales team drama, tough sales goals