- Incompetent and understaffed RevOps team deciding quotas without taking into account differences in markets or downturn during the summer
- Splitting the perfectly functional SDR unit into BDR and ADR.
- BDRs are a completely pointless output, the company is spending tens of thousands paying these guys to do something which Mailchimp could do
- Constantly ripping up and changing territories and segments, randomly changing what constitutes a Sales Accepted Opportunity and what doesn't, changing rules of engagement on an account every quarter, managers have to then bear the brunt of explaining the haphazard wacky changes from sales leadership
- Finding ways to weasel out of paying out on commission (the double comp experiment) or avoid giving consistent performers salary raises. A way to unlock this is to receive a 4 (out of 5) on the quarterly performance review - our acting CRO and co-founder, who himself cares far more about bragging about how great Remote is on LinkedIn instead of addressing serious internal issues at the company, has conveniently now said "if you are not known company-wide, you are not getting a 4". Thus virtually no one received a 4.
- One particular rep who makes 100 calls a month (for context, we're expected to make at least 1,000) and whose opps have produced below 50k in Closed Won ARR in the first of the the year ended up getting a 4 on their performance review because their AE flips every single opp they create, many of which are of extremely questionable quality and hint towards some kind of collusion. I and most others received a 3 despite mine and others opps converting into hundreds of thousands of dollars of actual ARR for the company.
- Speaking of SAOs, the qualification of these is dependent on your Account Executive: if you get paired with a surly and uncooperative Account Exec, you are screwed, while other SDRs who are paired with competent and forgiving AEs excel. AEs also drive their own pipeline and, again, if you have a proactive AE, you will be gifted an SAO, while if you have a lazy AE, you will suffer in turn
- Some Account Executives also will hum and haw over moving an opp to SAO stage, they all have their own interpretation of what an SAO is
- If your AE is on holiday or out then you also suffer, as there is no protocol in place to get your opportunities moved and thus receive commission
- April-June, ADRs had a quota of 10 per month and worked two AEs books of business, thus having about 900 accounts give or take, and had the ability to generate multiple opportunities per account
- July onwards, our quotas on the ADR team are now 9 per month but they have paired us to just one AE, meaning our account books have shrunk from 900 to 400-450, and also took away multi-opp generation, and also took away SAOs on Recruit as well as increasing the threshold for a Contractor Management opp to 50, and also took away the 15% of our quota dedicated to the amount of pipeline we generate per opp
