Pluspunten
During my early time at DX, the team culture was genuinely supportive. We leaned on each other through Slack and shared tools, messaging tips, and on-the-job training. Flexibility was good despite the heavy workload, and management openly respected personal needs like staying home for package deliveries or maintenance. There were regular chances to collaborate with marketing, PMM, customer success, and AEs.
The office itself is beautiful, and the snacks were genuinely top-tier. Unlimited PTO existed, though in a low-base/high-commission role, time off often felt like a bad idea.
Minpunten
DX's culture shifted from somewhat collaborative to extractive.
The GTM org lacks experienced leadership. The Head of GTM is a top individual contributor but not a people manager. Expect a high-pressure environment focused purely on output.
A sudden change to SDR compensation dramatically increased workload with little warning or clear communication. It felt like a cost-cutting move aimed at impressing VCs, not supporting employees or the bottom line. New hires were misled about comp structures, and later SDRs received far less support than early team members.
Management treats SDRs like workhorses, heads down, blinders on. Decisions felt opaque, and several departures (mine included) were abrupt and questionable. I suspect timing was related to upcoming equity vesting.
Unless you’re looking for a short-term grind to build skills and prove loyalty, I wouldn’t recommend this role.
