ERP Consultant - werkgeversreview ERP Consultant bij Version 1

1,0
10 jul 2018
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Pros for Version 1 as a company - Friendly co-workers Pros for ERP - Working hours - Friendly co-workers

Minpunten

Cons for Version1 - New funding causing growing pains (CFO decreasing spending, employee's become another cog in a machine etc. ). Cons for ERP - Aggressive and socially inept upper management. - Severely unorganised department and take an adhoc approach to day to day work. - Sink or swim attitude when it comes to work assigned. - Management happy to chase talent out of the building with their short term view on customer satisfaction and poor project bids. - Graduates given little or no direction, and forced in to undertaking service desk shifts where they assign out calls to different teams. This is sold as fundamental learning, but in reality, this should be given to a service desk employee and not a consultant. It is a job that could be given to a monkey.

Ontdek andere reviews over Version 1

5,0
4 mei 2025
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Great place to work with good work culture and amazing leaders

Minpunten

There are no Cons only Pros

1,0
23 okt 2025
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

The company has talented individuals in Europe and a solid delivery foundation. • Some strong relationships with Oracle in EMEA. • Opportunity could exist if Version 1 ever gets serious about properly investing in the U.S. market.

Minpunten

No genuine U.S. presence or strategy. The company is almost unknown in North America, yet leadership expects instant growth without brand support, marketing, or resources. • Promises made, not kept. I was recruited with the understanding that I’d lead U.S. Oracle sales and have a team built around me. None of that ever materialized. • Unrealistic quotas and constant changes. Quota doubled midyear with no additional support or territory. • Leadership dysfunction. Roles, accounts, and territories were reassigned arbitrarily — often to overseas reps unfamiliar with the U.S. market. • Poor alignment with Oracle. Leadership rarely engaged with Oracle’s U.S. executives or partners, leading to lost opportunities and credibility issues. • Micromanagement without accountability. Decisions were made from abroad with little understanding of local dynamics or what it takes to win here.

3
Bekijk reviews op: Nuttig|Beoordeling|Datum|Alle