quantilope Reviews

Company growth has declined / slowed down - Things were perfect up until the end of 2021, but since then, things have been uncertain as quantilope tries to make sense of its identity as an insights tech business and reconcile that. In recent days, this is the most turnover I've seen and morale is lower than it was in early 2021. Altogether, it's unfortunate that there's just not the same level of transparency around these things as there was when I joined. To be fair, the competitive landscape is changing rapidly and it can be a challenge to understand where we truly stand in such a new space. But recently, the company has been selling licenses that are not a good fit for the business to maintain the revenue and this has created issues for those on the CS team who experience the most from that backlash and the bad sells. Company’s budget constraints may be a barrier for your personal career growth and trajectory - budget constraints and a need for new roles may define your ability to move up, which is fair and understandable. But I do believe that this message is not clearly communicated when interviewing with the company and having regular L&D talks about your career prospects. Culture has changed, probably and mostly due to changing leaders and their styles - When I first joined the culture was one that resembled what I'd 100% call a 'Purpose' or 'Enjoyment' Culture, where it felt extremely compassionate, open-minded and united around making the company better with people you actually like. Now it's starting to feel like a standard American corporate culture. One event that really triggered this shift was when the company announced they were firing an entire department and then also promoting all of the senior leaders - all in the same breath. It was a bit distasteful and odd and there seemed to be a disconnect in the way junior staff perceived it compared to more senior staff. Other people outside of the CS team refer to the CS team as the most “disrespected” department in the company - apart from the employees on the CS team, multiple members of other teams also recognize the CS team as undervalued and not fairly recognized for their impact. Many people on the CS team look outside of the CS team or, recently, outside of the company to grow their careers and establish a more favorable brand. Leaders may not be open to transparency or feedback - Senior leaders may not receive or act upon your transparency or feedback and on occasion may believe you are trying to be "combative" when sharing your genuine concerns (especially ones out of your control) that you believe deserve their attention. There's a silent culture on the team where people are extremely frustrated, but many are afraid to speak up because of the ways in which they've made examples out of those who do speak up. Cross-functional partnerships aren't optimal or efficient yet - CS Team is expected to partner with other teams that are still learning how to operate efficiently or even effectively, which adds load and burden to the work (i.e. Sales selling bad deals, Client Development not maintaining client relationships until it's renewal time, etc.). And because of the challenge with speaking up, these things can be a challenge to resolve or bring attention to. Internal Panel Manager can be nonexistent when actual help is needed - He will literally ignore your messages for several days, even with persistent follow up - all without explanation, and while there are dire issues regarding projects and fielding. This is an absolutely a barrier to being efficient in your job on the CS team.

While the company boasts an impressive roster of brilliant researchers, it is not without its share of challenges. One of the most prevalent issues revolves around the perceived undervaluing of the entire CS team, a concern frequently echoed in reviews. Research Consultants find themselves inundated with a relentless stream of tasks and requests from various teams and company expectations--extending their roles beyond mere research implementation. They are persistently pressured to adhere to client timelines, despite an already substantial workload. As a startup, it's natural to expect changes and restructuring. However, it appears that the leadership is still grappling with the company's identity, straddling the line between operating as an agency and charting a distinct path. The company tends to follow the pattern of larger corporations, increasing workloads without a corresponding boost in compensation or promotional opportunities. During the latest review cycle, employees were informed that there was no budget for pay raises and promotions were severely limited, contradicting the notion that promotions are merit-based at the company. These decisions by leadership have left Research Consultants and Junior Research Consultants feeling unheard and have significantly dampened team morale. Interestingly, they have been hiring new Senior Research Leads rather than promoting from within, sidelining dedicated, long-serving employees who know the ins/outs of the work. Although the company promotes a team setting, the reality is that team support is often lacking due to everyone operating at maximum capacity. Team members are assigned specific accounts, clients, or projects and are expected to shoulder the majority of the responsibilities from start to finish. While it is possible to request support or assistance from other team members, the heavy workload often leaves everyone engrossed in managing their own tasks. Taking time off necessitates a complicated process of finding support for ongoing projects and engaging in numerous meetings to hand off responsibilities to others. Furthermore, the company tends to sugarcoat decisions made at the management level. For instance, they recently introduced a shift from unlimited paid time off (PTO) to a flexible PTO policy, portraying it as a benefit to staff. Yet their new flexible PTO policy seems like standard PTO policies elsewhere now—at most 20 days off a year, any 5+ days more than that requires high level of approval. This change may be less advantageous for employees who rely on PTO to enlist project or client support and to take much-needed breaks. Other teams like Client Development or Solutions seem to have more team rapport and support. There is just a lot going on at this company that puts strain on the CS team overall in many ways.