Fast Growth & Huge Learning Potential - Director Skydog Ops Employee Review

The talent here is exceptional. Coming from a leadership role at another company, I was genuinely impressed by the skill level and, more importantly, the openness of the people. My knowledge in the revenue operations space has grown more in my time at SkyDog than in years prior, and that's a direct reflection of a team that wants you to succeed. The culture is strong, especially for a remote environment. Everyone is seen and heard, and that openness extends all the way to the C-suite. Leadership is accessible, receptive to feedback, and willing to make changes that benefit the company. SkyDog stays ahead of the curve in the rev ops space, giving you the platform and toolset to do meaningful, cutting-edge work. If you need something to be successful, for yourself or your clients, they'll get it for you. The client relationships are a bonus too: great partners who are a genuine fit. Growth is real here. I've watched colleagues go from analyst to director-level roles in a short time. They promote from within and reward people who execute.

As a fast-growing company, processes and structure are still maturing in some areas, but that's also what makes it an exciting place to be if you're someone who likes to help build things.

Remote work flexibility on paper, and the team is small enough that you can develop skills across multiple areas quickly.

Leadership here has built a company culture that is at odds with what it publicly preaches. The CEO regularly champions open communication, psychological safety, and even explicitly encourages employees to "push back" and speak their minds. BUT Employees who offer substantive, direct feedback that challenges leadership decisions quickly find themselves marginalized. What actually gets rewarded is agreement, flattery, and optics, not independent thinking. The hiring patterns reflect this: For a company of roughly 20 people, the attrition rate over the past year alone speaks for itself. The remote work culture, despite being framed as flexible, carries an implicit expectation of near-constant availability. Being "proactive", the company's flagship performance metric, is largely evaluated by your willingness to be online and responsive at all hours. The billing and hours system deserves its own mention. Employees are expected to hit a specific hours target per quarter billed to clients. Log fewer hours than expected (even when your workload is legitimately forecasted lower) and you'll hear about it. Log more hours than they anticipated? You'll also hear about it. There is no winning, and little transparency about how these targets are set or communicated in advance. The CEO's communication style is, to put it plainly, inconsistent and at times contradictory, which filters down into an organization where no one feels safe saying so out loud.