When Peter Brodsky was dismissed and the '22 layoffs occurred the heart of the company was lost. Although the layoffs were handled distastefully with virtually zero plan on how to move forward, necessary change needed to be made including curtailing exorbitant spending and unnecessary middle management hires. The recurring con is the lack of connection from the board and upper level management to the people that are grinding to make the startup dream happen. Sales leadership is more concerned about forecasting and shifting management techniques to appease their superiors than understanding customer needs, how the product is sold effectively, and providing tangible support to sales teams. The recent shift in sales leadership was handed a tough task of rebuilding a broken organization, but their inability to support the people who have survived the brutal ups and downs is disheartening. The veteran sales folks are the ones who have kept revenue alive amongst heavy turmoil and continue to get shafted by poor decision-making, unattainable quotas, promises that aren't kept, etc. If they continue on the current path they are going to be left with a bunch of new sales hires who don't understand who/how to sell the product effectively (like their bosses). This advice feels like a broken record, but the board/c-suite/upper management need to get their s#&* together and roll up their sleeves like the rest of the company. Lastly, the HR department is unimpressive and overall a bad vibe.
