Supportive Team, Great Culture - Strategic Business Development Lead Boulevard Employee Review

The number one pro for me is the team culture. I genuinely love the people I work with, and my team has started to feel like an extended family. Everyone is supportive, collaborative, and easy to connect with. I probably spend a little too much time catching up with teammates on Zoom or in huddles sometimes, but that says a lot about the relationships here and how much people genuinely enjoy working together. I’ve also felt really supported by my manager. From early on, I felt like my growth and career path were being taken seriously, which made a big difference to me. I feel valued here, and I can see myself building a long term career at Boulevard if that continued investment in my growth and development remains. Another major pro is the product itself. It feels good to sell a premium product that I actually believe in, and that makes the sales process feel much more genuine. I’ve naturally looked at other opportunities at similar software companies, but I haven’t felt like I could confidently sell those products in the same way. Compensation feels competitive for a sales role, benefits are strong, and internal SPIFFs can be a nice motivator and addition to the paycheck.

Like any fast growing sales organization, there have been some growing pains. Earlier this year, there were changes around territory size and structure that affected the day to day experience, and I think some longer term sales employees had a harder time adjusting to those changes and they left sadly. That said, management has recently made changes that feel like a strong step in the right direction, including expanding territories and moving reps toward selling into specific verticals. I think this will help SDRs become more confident, consultative, and knowledgeable in the industries they support. The role can also be challenging because there is a lot to learn about the software and the broader industry. Some trainings or team activities have occasionally felt a little disconnected from what is realistic in a cold call, but this has improved over time.

Co-workers are genuinely smart and kind people. The product presents interesting challenges and the company has continued to grow fast. Benefits and pay are top tier.

Leadership has completely lost touch with reality, particularly when it comes to AI and what it can realistically achieve within sane timelines. There’s a constant push to “do more with AI” without any grounding in actual engineering effort, tradeoffs, or limitations. Deadlines are set arbitrarily and treated as if we’re delivering life-or-death systems, when in reality slipping a few weeks would have little to no real-world impact. Burnout is widespread across engineering. If you ask any IC how they’re doing, the answer is almost always the same: exhausted and overwhelmed. Instead of addressing this, management deflects responsibility and blames engineers for “not managing their time better,” which is both dismissive and inaccurate given the workload and expectations. There’s also a severe lack of trust. Product direction is bottlenecked by the CEO and VP-level leadership, who insist on approving nearly every feature. This creates unnecessary delays, undermines product managers and engineers, and signals a fundamental lack of confidence in the people hired to do the job. On top of that, a significant portion of the engineering team has been outsourced in the past couple of years. This has introduced major consistency and quality issues, along with a noticeable decline in ownership and long-term investment in the product.