Pros
TLDR: If you have a job that pays well, have good work/life balance then stay where you're at. If not, get ready to flip a coin. People: The people at Verkada are amazing. They are all very nice, helpful and smart. The sales department is hands down the best group of sales reps I've ever been around. Product: The product is disrupting an industry that hasn't seen much change over the last 20 years. The product excels in the k/12 space and there is a lot of value for those who use cameras often. However, the market is very competitive. Culture: The culture is improving from a diversity standpoint. If you're looking for a "frat" culture then Verkada is for you. Room for growth: Verkada does offer the opportunity to grow as they do
Cons
Culture: Although the culture is improving, Verkada is very cutthroat. Many reps who've done very well still leave the company because they feel like there is always a bullseye on their back. If management really likes you, then you might be spared. Product: Not quite ready for "primetime". Command (user interface) goes down too often, A.I. features can be hit or miss and management would rather push out new products and features vs stabilizing the U.I. Territories: It's truly a coin-flip when you're hired at Verkada. Some reps get great territories and don't have to do much outbound prospecting (if any at all). While other reps get underperforming territories that don't have buy-in from channel partners. These reps work day/night to try and hit the number with a heavy focus on outbound prospecting. Territories also continued to get cut making it ever harder to hit the number. No remote work: Verkada doesn't allow mid-market reps to work remotely, but enterprise reps and channel managers can work remotely. Also, unlimited PTO but you cant take any time off in the last month of the quarter. High-pressure sale: You need to be willing to push on customers to buy early (months early), pressure partners to take low margin to get the deal done and make up fake stories to build urgency.
