Persona Identities Reviews

• Toxic culture of micromanagement and lack of trust that is masked within the 'Work in Public' company value. • No work-life balance. GTM leadership has little respect for personal time and habitually contacts employees late at night and on weekends - expecting immediate replies. Speed and urgency are more important than employee wellbeing. • Inexperienced leadership - many first-timers in their respective roles. • Being a product-driven organization, the Sales team is also forced towards a communication style focused on writing/documentation - which takes way more back-and-forth to get things done - many things that could be settled over a 5min Zoom call get dragged on for days. • Poor use/implementation of internal sales tools. • Inadequate geographic distribution of supporting GTM teams which makes day-to-day work challenging if you're not based in San Francisco • Travel is required on weekends as they frequently schedule company events in San Francisco on Mondays and late on Fridays - not taking into account the needs of remote employees that need to travel. • Demoting people from AE to SDR roles. • Compensation Plan drastically changes every quarter. • Decreased employee benefits in 2023

Persona has the potential to be a far stronger company, but its progress is consistently hindered by a leadership structure that concentrates decision-making in one individual. It is unusual to see an executive at this stage insert themselves directly into early sales conversations and make product commitments on the fly. This approach disrupts consistency across deals and creates significant misalignment for Product and Engineering. The organization frequently launches internal “experiments,” but these trials are defined and managed in a way that places accountability on the people hired, or assigned to them rather than on the leaders who designed them - these leaders often have zero experience in these areas, and are simply early stage employees who would like to try something new. The environment around these initiatives often lacks any degree of real collaboration. Management quality varies widely. While some leaders are genuinely supportive, others are overly self-inflated and ineffective. In Sales, it’s common for team members to seek to report directly to the Head of Sales because front-line managers tend to blur professional boundaries, engage in gossip, and treat work-related issues as personal conflicts. Rarely do these individuals take personal accountability for shortcomings, and rather operate with data, they will operate with "vibes." The product itself has grown increasingly stagnant. The core platform has seen minimal evolution over several years, leaving little new to highlight to customers. Additionally, one product manager operates almost entirely independently and interacts with colleagues in a dismissive and hierarchical manner, creating an environment where people avoid necessary collaboration. It is clear this individual views others as significantly lesser than themself. These issues ultimately trace back to the top. Although the CEO is undeniably intelligent from a technical standpoint, the decision to centralize influence and authority in an individual who governs through fear and hostility has had a damaging impact on culture, execution, and morale. Based on these dynamics, it is difficult to recommend the current leadership. Lastly, as others have said, regardless of your experience, your compensation will be significantly below market rate.