The management and leadership culture was by far the worst aspect of working at the company. Communication around performance, expectations, and job security was consistently unclear and often contradictory, creating a high-pressure environment where employees rarely knew where they actually stood.
There was also a culture of publicly calling out employees during team meetings, which created an atmosphere of embarrassment rather than constructive coaching or support. Instead of developing people, management often relied on pressure, public criticism, and constantly shifting expectations.
Leadership appeared heavily focused on growth metrics and optics while fundamental operational problems were ignored. Renewal performance across the business was extremely poor, customer concerns around product quality and data accuracy were common, and internal teams were frequently misaligned.
The customer success function was particularly disappointing, with little meaningful strategic support provided on many accounts for extended periods. SDR contribution was minimal, and in several situations poor internal management and decision-making actively made commercial progression harder rather than helping close or retain business.
There are talented individuals within the company, but overall the business felt poorly managed, reactive, and increasingly unstable amid continuous restructuring and layoffs. The reality internally was completely different from how the company presents itself externally and during recruitment.