Pros
It's an established business, not a startup, as the leadership team often refer to it. Good brand, good product and talented people across the business. New product development. Flexi hours, nice office, good location Low pay compared to the industry average but very reasonable working hours
Cons
Sales Leadership: Sellers are overwhelmed by the internal complexity of their jobs. The company has finally increased sales support resources in the last few years, but the execution and timing were appalling. More support means sellers must process more information, involve more internal stakeholders, and engage with more technological touchpoints. Sales reps either ignore it or are forced to make trade-offs and this increases the cost of sales, places pressure on margins and raises cycle times. Feedback from reps or mid-management is hardly ever taken into consideration, which increases friction and staff turn-over. Middle managers have no real influence or autonomy, never achieve over-inflated targets and often earn peanuts compared to reps. A great example is ABC team - have they got any managers left? No transparency and eroding corporate culture. This is predominantly driven by several factors: CEO's focus has shifted from taking the existing business to new levels of growth to new product development. Strategic and operational priorities were left in the hands of highly incompetent people with personal agendas. No real senior executive accountability. VPs of sales are mostly focused on expanding their areas of influence whether through assuming more responsibilities or promoting their loyalists to positions of influence. This means that the company suffers not only from inefficiencies in decision making, it tampers with business growth prospects, successful delivery of overarching growth strategy and erodes what's once was a great corporate culture. It also stops talented people being promoted to lead important business functions. Although career development strategy has been rolled out, many roles have been created which aren't necessary. People don't take this seriously because a change in your job title with no alteration in responsibilities isn't growth or development. Meritocracy principles need to be introduced. Stop favoritism and sexism - this is clearly evident through official salary reporting and general sentiment in the organisation.