Pluspunten
The only consistently positive element was the CX team, who did an excellent job holding things together despite the wider dysfunction. Compensation is strong - Benefits non existent..
Minpunten
I joined DemandScience just over a year ago into the UK sales team during a period of heavy attrition. In hindsight, that alone should have been a major red flag. Even during the interview process, it was clear that a number of top performers had just quit with many moving to competitors like ProspectBase. I chose to overlook that because the company’s proposed direction sounded compelling and I believed I could add value. Unfortunately, it quickly became clear that there was no consistent direction to begin with. Strategy changed constantly, largely dictated by US leadership, leaving UK leaders in a perpetual state of confusion- not helpful for the rest of us. The phrase often used internally was “we’re building the plane while flying it” — the reality felt closer to watching a plane being built mid-air with no clear design… and heading for the ground. Key decisions only reinforced this: removing the HR function overnight, closing the office, and repeatedly shifting focus across products and messaging. Weekly enablement sessions started as a positive but quickly became unrealistic — expecting teams to become “experts” in entirely new solutions every week. The result was predictable: confused sales teams and even more confused clients. Culturally, it was one of the most disjointed environments I’ve experienced. There was a clear divide between US and international teams, and a heavy “perform or disappear” mentality. The so-called open-door policy from leadership felt selective at best — visibility and support were reserved for those hitting numbers in the moment, not those building sustainable pipelines or contributing long-term.