Pros
My experience so far at Beyond Pricing has included everything positive people want from a startup including flexibility, personal growth opportunities, great team successes, and the right amount of fun, while still managing to avoid the usual pitfalls of bloated funding rounds, "hyper-growth", and lack of direction. Sure, it can still be stressful at times, but the ability to actually execute and help customers is what makes it all worthwhile. Here's a quick summary of other pros: - From the top down, ideology is always "Customer First". Doing right by the customer is paramount. - Product does what it says, and then some. Pricing and benefits are aligned to drive an easy, transparent sales cycle. - Just moved to new, grown-up office in SF between BART and CalTrain with great food options around. Also, lots of support for remote and semi-remote employees. - Full benefits and 401k with match (unheard of in any startup I know). - Team growth has been significant (more than doubled to 30+ employees in the past year), while still being a reasonable pace. - Lastly, THE WHOLE TEAM is amazing. Everyone is willing to work with you to accomplish what needs to be done. No room for "that's not my job" here, including common sightings of the CEO and CTO assembling office furniture and taking out the trash (Thanks Ian and David!!!)
Cons
The most significant challenge of working at Beyond Pricing is, frankly, understanding the industry and how it operates. Everything is intertwined, and everyone knows everyone else, and, unfortunately, this is the part that's best solved by just doing it until you learn it fully. You may feel a bit lost a first, but the people in the industry can also be more patient and forgiving than most other industries (usually). When all else fails, just listen to the customers. Other things to expect: - There's still a lot of growth to be had, in terms of maturity as an organization. We're where we should be as a 30-person company, but that doesn't mean it can't get stressful when certain processes need to be defined or changed because they don't fit the model we have now. - Sometimes, product development can be a bit of a black box. We track ideas formally, but key decisions and specific needs are not often communicated back and forth as fluidly as can be between development and customer success/sales. There's efforts right now to get better here, but even though development is VERY quick and solves problems rapidly, it tends to be more on the reactive side. - Partnerships with other vendors/partners can tend to be loose, if even defined, which makes it hard to escalate issues and anticipate problems. A lot of this is on the vendors, themselves, but we still need to better define some of the details on contacting the partner, and important things to know for customer success and sales.
