Leadership executed a deeply misleading and poorly managed “restructure.” A new 6–9 step sales methodology was rolled out in phases, yet reps were graded on all steps in live calls before being trained on them. Managers were still learning how to score the rubric, resulting in failing evaluations for criteria employees had not been taught.
After rolling out raises, increased incentives, expanded benefits, and a highly publicized sales contest, the company abruptly issued a layoff warning and canceled the required training and role-play session the same day. Severance had already been significantly reduced beforehand.
The company is backed by large institutional/private equity ownership, and decisions appeared driven by cost-cutting and optics rather than employee development or ethical change management. The process lacked transparency, fairness, and basic operational integrity. Employees were asked to commit to new standards without being given the tools to meet them, then were treated as disposable. Proceed with extreme caution.