ReQtest Reviews

Incompetent C-level management/leadership: It is clear that the current management team does not have what it takes to help the company grow beyond the scale-up phase. 'Senior leadership' focuses heavily on cost-cutting and short-term savings, seemingly prioritising internal incentives rather than sustainable, long-term growth. This approach undermines the company’s success and damages the culture. The 'commercial leadership' never takes accountability and tends to focus more on micromanagement than on true strategic execution. Despite nearly a decade with the company, there has been limited evolution in vision, approach, or adaptation to change. Ironically, calls for 'professional growth and development' are not reflected by their own example, having spent almost a decade in their comfort zone. 'Marketing leadership' appears underqualified for the responsibilities expected at this level. Their scope of work remains narrow, with contributions often limited to repetitive, low-impact activities such as event/webinar coordination. Instead of driving impactful initiatives for sales, marketing tends to prioritise alignment with 'senior leadership' preferences over genuine business needs. Basically people-pleasing and being a constant "yes-sayer". The company culture, as noted in previous reviews, feels toxic and very cult-like. It often resembles working in a closed environment (isolated bubble) disconnected from the outside world, where differing perspectives are discouraged and outsiders are viewed as adversaries. Things that could be improved today: 1. Collaboration & Constructive Feedback: No more top-down leadership. Ensure employees' voices are heard! 2. Reduce internal meetings (improve time management): Lengthy internal meetings are frequent — (meeting about meetings). These rarely accomplish anything and instead hamper productivity. Management often disappears into several-hour-long meetings behind closed doors, leaving employees with little transparency about what was actually discussed or decided. 3. A real "Sales Function" doesn't exist and should be implemented: Deals are only closed through inbound funnels (order-taking) and referrals. This is reflected by inadequate yearly revenue growth. Management refuses to hire experienced sales executives for reasons related to authority and status quo being challenged.

Unconsciously incompetent leadership. AI cannibalising the company’s own business model — counterintuitive for a high user-count SaaS. Cult-like and toxic workplace culture. (Not something you want to be associated with.) Lots of assumptions and negative talk behind people's backs both inside and outside of the organisation. The CEO has a strong preference for submissive and people pleasing employees. (These often get dry promotions and behave as lapdogs.) High senior employee turnover: Senior colleagues with desirable work backgrounds have been headhunted by larger organisations and left. As a result, mostly juniors with little experience and narrow perspectives remain. Growth & management issues: The company has always had ambitious growth goals, but for two consecutive years, revenue growth has remained largely stagnant and been underwhelming. Numbers from official and public financial reports never lie and these figures clearly prove that the current management team is not suited to lead this company nor its employees any further. They have simply overstayed their relevance, never achieved desired outcomes and the company will not achieve successful growth moving forward unless a complete change in management occurs. Due to remarkably weak revenue growth for the recent two years (mostly because of bad strategic planning by management and poor lead conversion rates from inept marketing), senior leadership has implemented significant cost-saving measures, which in turn keep headcount low and investments limited. By optimising costs wherever possible, management aims to save its reputation by showcasing profitability as well as boost internal incentives. The company is simply profitable due to cost optimisation and cost-cutting, not because of an increase in turnover (sales revenue) which public financial statements clearly display.