Poor CEO, leadership, upper management - Engineer NextRoll Employee Review

1.0
15 May 2020
Recommend
CEO approval
Business outlook

Pros

Competent low level employees that want to see the company succeed; benefits; ERGs; events; social place to work; had a great culture from the AdRoll days

Cons

CEO Toby Gabriner, please learn from your industry peers about to how to be a leader in a time of crisis. The following are not good optics for a CEO: Escaping to Lake Tahoe (stay home! public health crisis). Reading a children's book to us for "inspiration" which only proved your lack of empathy to those employees who were laid off and a blame others mentality. Shouting at us over a Glassdoor review (funny coincidence to the child (aka you) shouting in the children's book at the rabbit (aka us employees). Saying you are not profit driven in your decision making yet constantly talking about revenue in all hands. The best answer we received about the layoffs was from an Engineering all hands. Understand that we don't blame you/Board for layoffs (that's coronavirus' fault), we blame you for your poor handling/communications before/during/since the layoffs. Be an adult and treat us like adults. This is a simple request. The C in CEO should not stand for coward so please lead from the front so we can feel inspired and confident during this time of crisis.

Explore other reviews about NextRoll

5.0
26 May 2026
Recommend
CEO approval
Business outlook

Pros

Great company culture and leadership.

Cons

Nothing worth calling out here.

1.0
24 Feb 2026
Recommend
CEO approval
Business outlook

Pros

The field marketing/events team was exceptional. They drove a significant portion of top-of-funnel engagement and created meaningful in-person experiences that supported pipeline generation.

Cons

• Persistent lead routing and RevOps breakdowns. Inbound demo requests were misrouted or improperly disqualified for an extended period, while sales was held accountable for low demo volume. • Sales culture lacked transparency and consistency in account ownership and lead distribution processes. • No structured SDR round-robin process; lead tracking relied on manual documentation, creating inequities in opportunity flow. • CRM hygiene was extremely poor (duplicate accounts, outdated records, misaligned ownership), impacting outbound and new business efforts. • Misaligned KPIs: Sales measured on speed-to-live even when post-contract delays occurred within onboarding or customer success. • High turnover and frequent layoffs created instability and low morale. • Compensation way below broader adtech benchmarks. • Product positioning struggled against more differentiated performance marketing platforms, particularly in prospecting/targeting capabilities. • Marketing messaging frequently misrepresented active product functionality, creating friction in sales conversations. • Heavy emphasis on retargeting budgets limited incremental growth strategies and skewed conversion performance unjustly

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