Pros
SHI has rich, deep relationships with their customers, many of which have been in place for many years. This makes for a great opportunity to work with some very well-known logos to sell Microsoft Services. It seems the one thing SHI does well across the board is a culture of promoting their own from within. Keep it up.
Cons
Zero positive sales culture or business process, nobody talks to each other across the SHI org, all the leaders just want to impress their boss, and intoxicating levels of strategy and micromanagement. Instead of building an AI Copilot program to compete with the likes of Insight, they spend their time drilling down on reps over legacy on prem migration opps and CRM semantics. Important to understand that SHI is a Reseller, and getting involved with a Reseller especially a large VAR that is trying to be a reputable Services organization is dubious on the surface, and if you’re looking at the Reseller for a Services Sales role you’re probably out of options or in my case were sold a pitch about building something special from the ground up. Dismissal of the leadership that had any idea how to sell Microsoft implementations followed by new leadership who develops sales methodologies admittedly from Podcasts, decided they wanted to make the new hires lives (that the fired leadership hired) miserable and instituted a toxic attack on CRM hygiene on all highly skilled, highly experienced and qualified Microsoft Sales Executives all while posting a job opening to bring in new reps for the same role at $50K less base to impress the CTO. (they have since course corrected up to $100K after hiring the existing team at $125K+). They think they will find skilled Microsoft Specialists at $75K when internal Microsoft Teams expect you to show up knowledgeable for their clients, so this will only increase all the internal conflict and friction. Complete chaos internally at SHI around Microsoft Services. Everyone from the CTO to the Enterprise Teams dislike Microsoft, when SHI was built on Microsoft sales starting in 1989. Account Teams would all rather sell rack and stack servers and licenses and don’t want to be bothered with strategically selling Microsoft Services while at the same time hammering on you to get in front of their clients who are tire kicking for Microsoft support. Zero organizational understanding of MCEM or Microsoft selling culture, zero trust in the Microsoft Services Sales team, expect Services Exec’s to own opportunities when Account Teams tell you no because they own the opps. Leadership then expects you to go on site with customers when Account Teams want overlay reps nowhere near their customers, and then leadership accuses you of not wanting to travel. No trust in the Team working remotely so they watch green lights in Teams all day and try to find ways to get you on the road, so you appear busy to the CTO. Leadership is more concerned about using AI to drum up fictitious Business Outcomes for Alignment Proposals than qualifying the over 1,000 Microsoft Services opps in the pipeline. Ultimately, it’s an org full of chaos, conflict and friction, zero trust, that is not people first and do not remove barriers and set up business processes for you to be successful. Their D365 and M365 environments are a mess, this is not a company that leads as customer zero. Everyone hates their D365 environment as they’re using an OOB instance barely customized. Everyone uses their own SharePoint so you can’t collaborate in one space, nobody uses Teams Channels, yet we are all expected to be in sync, have detailed CRM and copies of every proposal in every repository, so endless admin work cause they're constantly worried no one is working from home as it's like leadership has never managed a remote Team. And reps are threatened with PIPs over silod systems and broken processes. Basically, what you would expect from a large Reseller trying to be a Services org. Stick with a boutique Partner or one of the big consulting firms.
