Over time, the sales organization has felt increasingly hard to succeed in due to instability in the operating environment. Frequent organizational shifts can land on teams without enough context, transition time, or meaningful input from the people most impacted. When change is done to teams instead of with them, it steadily erodes trust and morale.
Another major challenge is that employees tend to always be put in very difficult positions by abrupt compensation and role model changes that can materially impact cash flow and personal life. When those changes happen quickly without clear options, it creates unnecessary stress and makes it harder to plan life outside of work.
There has also been consistent feedback from team members that burnout is high and that they do not feel supported or set up to be successful. What makes this worse is that senior leadership often seems aware of the underlying issues, but the posture can feel like “fight through it” or “thrive on change,” rather than actively fixing root causes.
From a sales execution standpoint, fundamentals have often been challenging. Data quality and account assignments never align to reality, and sellers may be asked to pursue accounts that do not clearly fit their segment or true addressable market. When the inputs are unreliable, it becomes harder for even strong performers to feel confident in a clear path to success.
Cross-functional collaboration is also very inconsistent. In my experience, the partnership between sales, sales operations, and marketing was not strong enough to reliably support execution, and that lack of alignment adds friction and slows progress.
