Management Sucks - Inside Sales Representative Veeam Software Employee Review

3.0
25 Mar 2018
Recommend
CEO approval
Business outlook

Pros

You get to come in with little to no experience and learn all about sales. The product basically sells itself and you have very few objection to overcome. You'll get TONS of training and are able to network with partners to grow your book of business.

Cons

Management has been hired from outside of the company and come in knowing nothing of the software and cannot answer even the basic questions. Very clickish, if you aren't cool with management it's hard to move up even if you have the experience and are well qualified. Typically they hire their friends within the company or whoever sucks up to them the best, which is typically the people that are the least qualified. They hold meetings at THE WORST time and are typically talking about things you already know, but remember, management is hired from outside of the company, and they are trained by the most tenor people on their team. Also they don't pay industry standards and expect to maintain people after NOT giving a descent raise.

Explore other reviews about Veeam Software

5.0
4 Jun 2026
Recommend
CEO approval
Business outlook

Pros

Great work life balance. Working with some of the smartest people I've ever worked with.

Cons

Growing pains of acquiring more companies.

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Veeam Software Response
2d
Thank you for sharing this! We're really glad to hear you're enjoying the work-life balance and that the caliber of your colleagues has been a standout - that's something we hear often and are proud of. Growth through acquisitions does come with its challenges, and we're working hard to make those transitions as smooth as possible for our teams. We appreciate your patience and continued contributions!
2.0
3 Feb 2026
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Pay is good as well as benefits.

Cons

Poor organizational structure and lack of clarity: Roles, responsibilities, and reporting lines were confusing. This made collaboration and accountability very difficult. Nepotism and favoritism in leadership: Upper management heavily favored hiring and promoting people from their previous companies the "buddy system". Loyalty to personal networks appeared to matter more than competence or performance, which created cliques and made nonconnected employees feel like outsiders. Hypocritical company culture: Leadership frequently talked about "employee matters" values, strong culture, and employee well being, but in practice these were not reflected in actions. Layoffs, heavy workloads after staff reductions, and a focus on looking good on paper undermined any real trust. Frequent layoffs and job insecurity: Multiple rounds of layoffs created constant uncertainty. Remaining employees were expected to absorb significantly more work with fewer resources and little recognition or support. Heavy favoritism toward offshoring and lower cost international employees: Upper management strongly preferred hiring or retaining talent in countries with significantly lower cost of living because their lower salaries made departmental budgets and headcount metrics look better on paper. This resulted in U.S. based employees being disproportionately targeted in layoffs or overlooked for retention/promotion.

7
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