A major issue is the lack of structure, accountability, and consistent leadership. The U.S. office often felt disorganized and reactive, with shifting expectations, unclear ownership, and constant operational chaos. Employees were frequently expected to take on work outside their role without additional support or compensation.
Commission payouts was also a repeated problem. Commission checks were delayed multiple times, and resolving those issues required repeated follow-up and escalation to HR. For a sales organization, that should not be a recurring issue.
Leadership in the U.S. office did not provide strong oversight or accountability. Problems were often ignored until they became bigger issues, and standards were not enforced evenly. The stated three-day in-office policy did not appear to apply equally to everyone, which created frustration and damaged trust.
Another serious concern was the company’s dependence on headquarters in Israel for decision-making. The U.S. team had limited autonomy, which slowed execution and created unnecessary bottlenecks. More troubling, there was a clear pattern of employees without direct ties to Israel being treated differently. In my view, this went beyond favoritism and reflected discriminatory behavior in how certain employees were supported, valued, and held to standards compared with others.
From a business standpoint, the results also raised concerns. In 2025, the U.S. office brought in five new logos, and at least one customer backed out due to implementation complications. That reflects broader issues with execution, internal alignment, and leadership.
Overall, this was a difficult environment to work in. Poor structure, delayed commissions, inconsistent enforcement of policies, weak operational leadership, and discriminatory treatment tied to relationships with headquarters created a workplace that was frustrating, unfair, and hard to succeed in.
