Good potential but ultimately a very frustrating and disappointing company - werkgeversreview Enterprise Account Executive bij hyperexponential

Inexperience and a dysfunctional view of Enterprise sales among company C-level led to a range of issues, including poor communication between frontline and second line teams, lack of investment in pre-sales and an inability to recognise and remediate issues affecting clients, an example being the failure to develop product features required to serve non-core market segments. Lack of transparency and acknowledgment by leadership of these issues meant too many internal messaging meetings, slow and rigid processes, entrenched poor performers in services and CS, and unnecessarily long sales cycles. A lack of accountability and frequent gaslighting by management led to the erosion of trust and a dim mood generally. Team members would be disappeared without acknowledgment, with everyone deemed a “bad leaver”. Changes to sales leadership during my tenure created a rigid and hostile environment without room for AE input or approaches tailored to specific accounts or territories. This management model was designed to capture as much market share as fast as possible, even if it burned through whole teams of good people. Ultimately most AEs left the business despite having worked hard to build valuable customer relationships. Not only sales people but other important contributors and senior executive leaders left the business due to these same issues, further disrupting sales efforts. Speaking with non-sales former colleagues who have also left the company, these themes seem to have been consistent in other departments.