YipitData reviews

Revenue: -Disorganized leadership, with forced micromanagement cranking up to 11 (metrics, metrics, metrics) -Being told something new is the most important, once a week -Churn and burn culture, somehow hit 1H targets, and no fanfare or celebration, just back to the grind -Glacial pace for changes that matter to employees (culture, L&D, fair/clear career ladders, leadership changes, strategy) -Hyper speed for changes that benefit shareholders (GTM, new products we want to sell) -Attrition would be through the roof if there was a better job market -"We promise we're listening" culture, with very little action -GLG Takeover, nearly every leader comes from GLG, and those who weren't have been pushed out. Ex-GLG has clear favoritism towards being hired, as well as being promoted Company-wide: -Leadership communication, feels like c-suite are completely disconnected from reality when they send out FTE emails telling us that a grave problem facing our business model is "not wearing collared shirts to client meetings" -Cultural values are all buzzwords that leaders use to shirk responsibility or make decisions (impact + judgement being two of the worst) -Layoffs even when CEO said multiple times there wouldn't be -Company released video explaining why we're paying you below market rate, and why it's okay to do so for +transparency

The organization is a revenue driven company with a culture where top revenue performers will always get the entirety of the credit and non of the blame. No joke there was once a Senior Director (L7) who had 4 DIRECTORS reporting to them at one time who each had 0-1 direct reports. Literally an entire department of 8 people where 6 of them were L6+, getting very good comp, not actually leading a team, and just coasting by on the culture of revenue department favoritism. Meanwhile, the product/data department (the people who actually do the work) are burnt-out, under-compensated, given no room for mistakes, have no career growth, and also see their job shipped overseas in order to keep the senior leadership band of pre-Norwest headcount in there seats. Somewhere around 2023, the CEO stopped listening to product leadership and just did whatever the revenue leaders wanted. They've built a company that everyone is starting to realize shouldn't have actually been scaled.