Elsevier
RepVue Score
0
Elsevier
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Former Employee I was part of a sub-group, a team with a product that was acquired. The specific product I supported had sales issues in the organization that may not be true universally. Many of the companies products are relatively easy to sell, and as such, they don’t have to be that good. Leadership and culture evolved accordingly. The product I supported was not easy to sell, but the nuance was lost on management. This meant all new business quotas were missed. They also closed the sales development team, which had been our primary source of quality leads. Their legacy products didn’t need that kind of support because they were must have.
3.0
Aug 17, 2025
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