ScreenCloud Reviews

There is not one ounce of honesty in the organization. The CEO will tell you that people have left the organization because they weren't good enough but the actual truth is that everyone leaves him and the awful culture he creates, condones and promotes. It has been stated in other reviews that he is highly emotional, doesn't know how to run a business, gets people working on random vanity projects, he has no leadership skills guidance or business knowledge to actually run a business. In the last few years, he just comes on all hands calls talking about growth rate but he has no idea how to actually run a business and deliver that. He hired a terrible COO who was a bully and made everyones lives miserable with no actual sales experience leading to a failed quarter after quarter. The engineering team have no idea whats going on. Success are blamed for ridiculous levels of churn and he just demands it is fixed without wanting to understanding it. 2 HR leaders have left and now we have someone who is drowning and out of her depth so doesn't know how to handle all the chaos. A company trip doesn't mask all of it.

Over the past 18 months, the company has gone through almost quarterly pivots, none of which were given sufficient time to yield results before being discarded for the next idea. This instability has been accompanied by a revolving door of employees, particularly on the sales team. There's a pervasive sense that everyone is replaceable, which has done little to boost morale or inspire confidence. The CEO has been largely absent, only making appearances for his monthly “motivational” speeches at all-hands. When he does get involved, it tends to make matters worse. For instance, after finding fault with the sales demo process, a new one was implemented, bizarrely involving DJ mixing equipment. The result was a process so convoluted it involved more steps and software than launching a satellite. To his credit, the CEO eventually realised the importance of product training—unfortunately, this epiphany came six months after a large group of salespeople had already been hired. How so many new hires were brought on board without proper training in place is beyond me. Later, he discovered that inbound leads were being neglected and that there might actually be business opportunities among them—another rather basic oversight. A strong sales leader could have pushed back against these misguided strategies and implemented a sound plan from the outset. Unfortunately the CEO hired a former consultant masquerading as a sales leader (with the title of COO), who not only lacked sales leadership experience but had never been a salesperson. What could possibly go wrong? Answer: Everything. His "leadership" felt insincere and robotic, probably because was relying on ChatGPT for ideas. Worse still, his sales clichés were delivered in the patronising manner of someone whose primary skills were confidence and managing upwards. While incompetence is one thing, his toxic and overly aggressive behaviour further eroded the office culture, causing many to go out of their way to avoid him. His presence was a blight on our workplace, and it was disheartening that it took the CEO 16 months to realise this and take action. Perhaps if we had a proper Board, the CEO would have been forced to act sooner. Make no mistake, this is a tired and frustrated leadership team looking for a way to sell up and move on. Unfortunately, growth is slowing in our highly competitive, niche market, making it difficult to find a buyer. In the meantime, the circus continues...