Serious payroll and exit management issues – caused personal tax consequences - werkgeversreview Managing Director bij Remote

Multiple interviews with people having different partnership roles gives a good idea of how the communication goes internally and the overall company culture

If you're looking for a quick hire, having multiple interviews is not for you

There are some genuinely strong salespeople and a few great leaders who care about their teams. The culture among peers is collaborative and supportive, and many employees go above and beyond despite limited direction.

There’s very little competitive differentiation in the product, which makes hitting goals—already unrealistic—extremely challenging. Internal processes with supporting teams in RevOps and Deal Desk often create more blockers than anything and the Sales organization is clearly looked down upon within the company. Despite constant messaging about agility and ownership, there are few actual resources or empowerment to deliver results. Morale is low, and the new business teams operate largely from a place of fear. Enablement is minimal—mostly quizzes tied to product launches—and commissions can be held if completion rates aren’t perfect. It's almost as if the enablement teams simply cannot keep up. Leadership in other departments often makes promises about change that never materialize and teams that should be supporting each other (like new business and customer success, just don't talk until there is a problem to address and then it is generally combative or stemming from a place of self preservation. The founders seem disconnected from day-to-day realities, and key people with real expertise in marketing and people management simply are not there.