Current Employee3.4May 3, 2024High targets, complex comm structure, only paid on first year deal amount. Not many people achieving target.
High targets, complex comm structure, only paid on first year deal amount. Not many people achieving target.
Former Employee4.1Dec 8, 2025Leadership does not value sales and does not pay them. There have been several instances over the years where they broke agreement to pay AEs with no clear reason, other than they did not want to pay for larger deals... they renegotiate or change comp plan several times. There are very few A players who have the opp to consistently make 7 figures because they...Read More
Leadership does not value sales and does not pay them. There have been several instances over the years where they broke agreement to pay AEs with no clear reason, other than they did not want to pay for larger deals... they renegotiate or change comp plan several times. There are very few A players who have the opp to consistently make 7 figures because they...Read More
Current Employee2.1Jan 24, 2025World class technology, operational dumpster fire. Excuses mistakes and bad behavior by saying “we’re still a startup”. No actual development aside from onboarding when you start. Nepotism > Merit. Clueless mid level managers destroying company from within. Misaligned compensation model to management expectations. Got an entire function of sellers comp wrong for an...Read More
World class technology, operational dumpster fire. Excuses mistakes and bad behavior by saying “we’re still a startup”. No actual development aside from onboarding when you start. Nepotism > Merit. Clueless mid level managers destroying company from within. Misaligned compensation model to management expectations. Got an entire function of sellers comp wrong for an...Read More
Former Employee3.6Dec 19, 2024The company has moved past its initial hyper-scaling phase into a new realm of sustained operational growth. This is fine but it's not for everyone, especially those who like to build things and question why we're doing things the way we're doing them. The leadership team is now more accustomed to "running the thing" rather than "improving the thing".
The company has moved past its initial hyper-scaling phase into a new realm of sustained operational growth. This is fine but it's not for everyone, especially those who like to build things and question why we're doing things the way we're doing them. The leadership team is now more accustomed to "running the thing" rather than "improving the thing".
