Cliques, Silos, Inexperienced Managers and Selective Support - Sales Ops SAP Concur Employee Review

2.0
28 Dec 2019
Recommend
CEO approval
Business outlook

Pros

Much of one’s experience here is based on your manager thus accounting for the variety of reviews. Most people I met here were hired through someone they knew who already worked here. If (perish the thought you were hired by applying via an ad, you will always be the ugly step child (even if your skills were/are needed) and subject to a different set of rules. Many people cashing in on favors from other parts of SAP and trying to move to the perceived “easier work environment” of Concur. This, in part, accounts for numerous hiring freezes for several years. People within Concur who try to move within the organization are blocked and though are interviewed, once their managers are told (required when applying to move internally) are prevented from moving even when offered jobs. This forces many good employees to leave the organization for better opportunities. Good benefits but poor pay and no professional development if your manager does not support you. Many managers schedule periodic team meetings and allow employees to travel, but if you are in SAP Concur HQ in Bellevue, WA and work for managers who do not want to travel, you are stuck in boring, tedious admin work. If you are in the in-group you can work from home anytime you please, or better yet move to another part of the country and turn your job into a remote one with your manager‘s blessing. Otherwise, you are forced to fill some quota of time in the office based on the whims of management. Even if your entire team is remote, you must come in and swipe your badge. Many fake team-building events coincide with this.

Cons

Do they make your time in the office enjoyable?…no, constant useless and expensive desk and floor moves again based on the territorial space whims of newly promoted managers. I moved six times in 3.5 years. What a great use of company funds! Yearly internal Sales and Marketing event in Seattle is great for those outside the local area, but the chosen local ones get a hotel in Seattle while the rest have to endure long days and longer commutes with required evening events of socializing, significantly changing our schedules, dealing with traffic and parking for a useless event. We are not allowed to choose which sessions we attend, if we can attend at all, and are used for conference labor since the company is too cheap to pay for real event staff and push it off on Sales Operations so the chosen ones can feel important. Those training sales staff seem to know little about training, employee needs, sales, products or even IT. HR is very poor but are good at external recruiting. The acquisition by SAP enabled greater benefits except Concur HR does not know how to manage them. Many costly (and, if pursued) illegal mistakes. Employee monitoring of accounts is needed. Legacy staff seems to still be fighting acquisition more than four plus years later. They still want to be a little tech company. Millennial staff are unfamiliar or unconcerned with things like 401K or health benefits. HR and managers are unfamiliar with laws around sick and disability leave and reasonable accommodation. Much time is spent on LGBT issues but there are other types of discrimination including those based on age, race, regionalism (what part of this country or world you are from), work styles and of course, nepotism. They spend more time on recruiting short-term interns (who are often related to or know senior staff) than on full-time employees. Marketing staff wants to do what is fun for them and not what Sales or other staff needs. They ignore or are unable to answer demographic or product questions yet are coddled by senior staff and are still pulling in large salaries. This is one of those places that should have been a great work environment but since my specific department was lead by a weak manager, we were therefore overlooked, misrepresented and misunderstood. It is hard to get onboard with organizational changes when you help to bring in large sums of money in Sales and are the only group with no commissions. In other companies, this industry standard is made up with real market rate salaries and strategic input, but not at SAP Concur where you are treated like a glorified data entry clerk. I personally was blown off completely by both HR and my division manager for the supposedly required exit interview. At the urging of my remote manager, I tried more than I should have to contact them. My guess is they did not want to hear much of what I wrote in this review.

Explore other reviews about SAP Concur

5.0
28 Apr 2026
Recommend
CEO approval
Business outlook

Pros

Work life balance is great

Cons

Forgot about growth unless switch teams which is very difficult

1.0
26 May 2026
Recommend
CEO approval
Business outlook

Pros

Compensation & Benefits: The benefits package, including health insurance and the unlimited sick leave policy, is solid and competitive. Peer Group: There is a subset of highly intelligent, hardworking individual contributors who genuinely care about the product and engineering excellence. Slow Pace (until it isn't): For those looking for a slower-paced environment, the workload is manageable and expectations are low, making it a comfortable place to coast in the short term. The exception is when everyone realizes there is a deadline and someone has to pull some heroics to make up for mismanagement. If you are not this hero, then you can continue to relax.

Cons

Operational Offloading: The recurring annual layoffs and reorganizations have severely damaged team structures. Eliminating specialized QA teams and PMs has not streamlined the organization; instead, it has dumped non-engineering overhead (like running manual test suites and project management) directly onto software engineers, distracting them from core development. Stagnant Tech Stack & AI Paralysis: The technical direction is hampered by conservative decision-making and a slow-to-paranoid adoption rate of newer technologies. A heavy reliance on legacy systems, combined with extreme hesitation around modern industry tools and AI, has left the product architecture lagging behind industry standards. Internal Team Toxicity: While individual experiences vary, middle management is usually quite toxic but frequently lacks objective accountability. Active, high-performing engineers who advocate for structural or process improvements are often targeted. Performance evaluations, compensation allocations (such as bonuses), and leadership opportunities (like Team Lead tracks) are sometimes leveraged punitively to reward quiet compliance over actual technical merit. Useless Skip-Level Paths: The escalation path is structurally broken. Skip-level managers and directors consistently default to protecting the middle-management hierarchy to avoid conflict, completely ignoring valid documentation of retaliation and favoritism. Inter-Team Friction & Duplication: Product verticals operate in silos, creating massive friction. Feature teams regularly bypass platform architectural standards or duplicate core services (even attempting to split off competing apps) just to circumvent platform dependencies. This political maneuvering results in disjointed, fragmented end-user experiences. Parent Company Resistance (Concur vs. SAP): There is an internal narrative that Concur must remain "special" and separate from SAP. Local leadership frequently resists standardizing SAP-wide operational policies, such as unified design languages, centralized security/privacy frameworks, and modern, structured agile practices, hindering true product maturity, even when engineers are begging for anything to improve conditions. Attrition: With all the above issues, there are no good, motivated engineers left. The ones who were brave enough to speak up or act to improve things were either chased away by the toxic people and environment or beaten down into apathetic obedience.

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