Great learning opportunities, but onboarding needs improvement - Technical Account Manager (TAM) HiveMQ Employee Review

I have worked in enterprise sales for over 15 years and have reported into many different leaders. The current CRO and his leadership team have had the most measurable impact on my performance and on the overall culture of the revenue organization. What stands out is that this is not theoretical leadership. This is operator leadership. The CRO understands the emotional and professional pressure that comes with carrying a quota. In enterprise sales, win rates can often be in the 20 to 30 percent range. That means sellers hear “no” far more often than “yes.” Instead of ignoring that reality or lowering expectations, he acknowledges it while still holding the team to a very high standard of execution. He leads from the front. He gets involved in strategy, helps navigate complex deals, and supports the team in difficult negotiations. That level of engagement builds trust quickly and creates a culture where people want to push harder because they know leadership is invested in their success. Another major difference is the focus on strengths. The leadership approach is demanding but not fear based. Sellers are challenged to operate at their best consistently, rather than being managed through public pressure or scoreboard driven tactics. This has created an environment where top performers continue to improve year over year. Since this leadership team came in, there has been a noticeable shift in accountability, clarity of expectations, and overall morale. Many sellers, including myself, have had some of the strongest performance years of their careers during this period. This is not a perfect environment and the pace can be intense. The CRO moves quickly and that can require the team to stay very agile during periods of change. However, the tradeoff is real momentum, stronger deal execution, and a culture that feels focused on winning rather than just activity. Overall, this leadership team has significantly raised the bar for what effective revenue leadership looks like. For sellers who want to be pushed, supported, and developed into stronger operators, this is a place where you can grow quickly.

As the company scales, there are signs of misalignment between broader executive or board-level decisions and what is required to build and sustain a high-performance revenue culture. The current sales leadership team has created real momentum in a short period of time by setting higher standards, increasing accountability, and re-establishing belief across the field. However, sudden changes to performance recognition and incentive programs have created frustration and confusion. In particular, removing or altering programs that celebrate top performance sends a mixed signal to a quota-carrying organization that is already operating under significant pressure. Revenue performance is not driven by process alone. It is driven by motivation, clarity, and trust in leadership direction. When cultural signals shift without clear alignment with sales leadership, it can undermine morale and create unnecessary friction during a critical growth phase.

The best part of working here right now is the leadership of the revenue organization. The CRO, Mike Weinert, is easily the best sales leader I’ve worked for in my career. He combines deep strategic intelligence with a genuine belief in people. That might sound like a cliché, but it shows up in real ways. He invests time in coaching, thinking through complex deals, and helping individuals become better sellers. What makes his leadership style unique is that it’s heart-centered. He treats people like professionals and trusts them to do their jobs. In return, the team works harder because they feel supported rather than constantly scrutinized. Another important change is stability. Before this leadership team, the go-to-market organization experienced frequent top-level changes. Strategies shifted, expectations changed, and the field often felt like it was resetting every year. Since Mike took over, there is finally a sense that the organization has direction and consistency. Many sellers have had some of their best performance years under his leadership, and the company has had 2 going on 3 record quarters since his arrival in May 2025. Quite honestly, I wouldn’t want to work for another sales leader. His leadership style creates a level of loyalty that is difficult to replicate.

The biggest challenge right now is the disconnect between progress within the revenue organization and broader decisions being made at the company level. For example, the sales team was recently informed that the performance recognition trip that had been planned for top performers would no longer happen. While that may sound small from the outside, it landed poorly with the field. For years, sellers had been told the company would begin recognizing top performers in that way, so when it was finally introduced and then quickly taken away, it felt like another broken promise. Sales organizations operate on trust and belief. When commitments to the team change suddenly, it can undermine morale even when the day-to-day leadership within the organization is strong.