Pros
Pay potential (when targets are set appropriately)
Cons
Company culture has deteriorated significantly over the past few years. Burnout across Sales and GTM teams is widespread, and attrition remains high. Rigid return-to-office mandates (often five days a week) have significantly reduced flexibility, particularly for parents, reinforcing a culture of presenteeism and micromanagement that further contributes to burnout. Leadership above the first/second line is largely disconnected from the reality of the business. Many third-line leaders and above rely on micromanagement and fear-based leadership rather than trust, empowerment, or strategic clarity. Constant, reactive strategy changes create whiplash. Initiatives are rarely given enough time to be properly tested before being scrapped and replaced — often to appease shareholders rather than improve execution or outcomes. Chronic under-resourcing in critical areas makes success harder than it needs to be, while other areas remain over-invested without clear ROI. Repeated bi-annual layoffs have created an environment of anxiety and distrust. Employees brace every six months to see if they still have jobs, only for many roles to be rehired the following year when strategy inevitably changes again. Despite continued references to “Ohana,” employees are increasingly treated as disposable commodities rather than long-term investments. The disconnect between messaging and reality is stark. The EMEA business in particular feels poorly served by senior leadership. Decisions are often made by highly paid AMER-based executives far removed from day-to-day operations, with little understanding of downstream impact on teams, customers, or execution.
