Great guy at the top who gives genuine effort on culture—but when the folks executing on projects are in the office while most AEs & Leadership are fully remote, the message and the reality don’t match.
Despite good intentions, ongoing process revamps have degraded execution for Sales Support & Operations—more handoffs/reviews, unclear ownership, and slower cycle times while Sales Support & Operatioins absorb added work.
Continuous “transformation” has outpaced enablement, leaving Operations to bridge gaps between new workflows and real-world delivery.
Frequent reorgs/process overhauls have hurt predictability, making capacity planning and quality control difficult for Operations.
Shadow roles with no clear ownership. For years, BW had a client-specific “liaison” for a major account who attended sales meetings, traveled frequently for QC/surveys, and wasn’t clearly mapped to any manager or cost center. Sales Support & Operations regularly had to cover their responsibilities; repeated attempts to clarify reporting over a span of 5 years went nowhere.
Excel has remained the default, and everyone rolls their own. No enterprise standards for trackers/templates means flexible for individuals, chaotic for big clients—version drift, conflicting numbers, and lots of “which sheet is the source of truth?”
Expect Excel-heavy workflows and inconsistent templates.
Comp at Bailiwick sits notably below the Twin Cities market average.
Fine place to work—just know the “culture” comes with a quota.
