SOTI reviews about "manager"

Since the new director joined, the overall culture has deteriorated significantly. Favoritism has become very common, with a small group of managers constantly protecting leadership instead of solving real organizational problems. Major issues are often hidden, while minor mistakes by experienced employees are unnecessarily highlighted. Leadership lacks confidence and strong decision-making ability, which creates confusion, delays, and frustration across teams. Transparency is very low, and employees feel their concerns are ignored unless they are part of the inner circle. The development organization has especially become difficult to work in because of politics, inconsistent direction, and poor management practices. Employee morale has dropped, and many long-term employees no longer feel valued despite their contributions

The vast majority of sales reps earn zero commission because quotas are unrealistic and the compensation plan only pays out once 80% of target is achieved across three different revenue criteria. As a result, variable compensation is effectively out of reach for most of the team. Unfortunately there’s more - roughly two-thirds of the sales organization is placed on Performance Improvement Plans, often around the 12-month mark, regardless of prior results. PIPs are applied broadly as a management tactic rather than as a genuine development tool, frequently with minimal warning and goals that are difficult, if not impossible, to achieve. For many, the PIP process feels less like coaching and more like a structured exit. Sales is effectively run by an unqualified COO who came up through IT and has never carried a sales quota or led a sales organization. Despite this lack of sales leadership experience, the approach is highly top-down and enforcement-driven, relying on blanket PIPs instead of enablement, coaching, or a coherent go-to-market strategy. Morale is very low and turnover is constant. Partners and customers are increasingly frustrated by the revolving door of account managers. There is no consistent sales strategy, just frequent shifts in direction that leave teams disengaged and confused. Front-line managers are largely ineffective, as their ability to advocate or implement meaningful change is extremely limited. If you accept a sales role here, it’s best to view it as a one-year contract. Most people are gone by then.

Career progression is extremely limited. Employees often remain in their roles for extended periods, as internal mobility is rarely supported. Project management is consistently poor. Projects often start with unclear direction, weak ownership, and little accountability. Good ideas and initiatives are frequently assigned to people who lack the experience or capacity to drive them forward, which pushes the workload onto already overstretched teammembers. Communication across teams is dire. Concerns are repeatedly raised but often ignored, creating a disconnect between management and operational realities. There is a strong sense of favouritism among certain managers. Decisions often seem influenced by internal relationships rather than merit. A “yes-man” culture is encouraged and constructive criticism is treated as pushback, questioning decisions can lead to being sidelined. Customer-facing teams are significantly overworked. The company is overly focused on internal metrics rather than actual customer outcomes. Customer satisfaction scores are largely the result of coached responses, and any drop is immediately blamed on the teams rather than addressed systemically. Genuine customer feedback is frequently dismissed. If a customer considers leaving, senior leadership will find a way to place the blame entirely on the customer-facing teams, rather than examining product shortcomings. Recently, several customers have raised concerns about the support team’s growing reliance on AI. This shift has led to dissatisfaction, as the days of technically skilled, hands-on support appear to be diminishing. It seems this is the result of directives from senior leadership which have pushed the team to use AI under strict compliance requirements, with little consideration for the actual customer experience. This apparrent culture rewards avoidance and discourages honest feedback. Leadership has created an environment where accountability is absent and meaningful improvement is nearly impossible. Without serious changes at the top, the organization will continue to struggle, and morale and customer experience will keep declining. There seems to be a troubling trend toward overdependence on AI and intensive micromanagement of the support team, raising questions about the company’s strategic direction. Product issues are more frequent than ever, with major problems affecting the platform almost every release. Development teams are overstretched, and even internally, clear timelines for fixes are often unavailable.

Be careful who your manager is. Certain Managers only promot the people of their like and completely ignore the candidate who brings the best NPS.

Technical support team managers are not good.

- Management Culture: Highly punitive and unsupportive management style characterized by a lack of recognition, backdoor criticism, humiliations and unprofessional behaviors that in other companies would lead to be sacked, however management is protected at SOTI, and you can’t count on HR. - Leadership Style: Pervasive micromanagement that stifles autonomy and damages employee morale. - Team Dynamics: Low team spirit and a fractured workplace culture. A culture of blame where employees are held responsible for a lack of innovation, despite leadership withholding the necessary resources, time and tools to execute new ideas. - Career Progression: Limited growth potential due to the small, rigid structure of the marketing department. It’s easy to move up as a beginner but you won’t go that high as there’re no role available than your manager. - Trends: Behind of current trends (AI). They go on about AI in their white papers but don’t use it efficiently, don’t share or implement marketing innovations. They are not a thought leader, it’s all talk.

Promotion inside the company for indian is hard. Americans working in the same role gets promotion very easily while indian's don't. The one who knows how to bend in front of everyone might get admired, and if you are against the system lol you will be left alone. Few of the managers are very nice, while there are few who seems to have ego, great enough to fire you from your job or atleast in making instance for it. If you stuck in the groups that formed in the company you will get stuck at the same role. It's a product based company but acts like service based, especially due to internal politics and average operations decisions that they have taken.