Like any company experiencing growth, there are growing pains. Implementation issues occur in quite staggering and embarrassing proportions. Over time it becomes clear that larger revenue customers receive preferential treatment, making it very de-motivating to sell deals under a certain revenue level due to the added stress and workload of dealing with a poor implementation. Perhaps this is considered "industry standard" and inevitable, but that's a pretty poor excuse for causing significant daily problems for highly sought-after sales people. There are politics starting at C-level and trickling all the way to sales vs implementation. There is finger-pointing on every level, be very careful what you write in an email, people throw each-other under the bus if they work in different departments. This is 100% a reflection of the conflict at the C-levels, but don't let yourself get caught up in it!
The management encourages the short-term gain v. Long term game when it comes to signing new customers. You will be encouraged to push customers with a time-hard sell, but if that's not your style, stick to your guns and trust your instincts. If you yield results, your method will not be questioned.
The end of the month is like the end of the WORLD every.single.month. It doesn't matter if you've sold 200, 300, 400% of quota, you will ALWAYS be pushed to close more- another trickle down from upper management's short-sighted attitude.