Go1 Reviews

We have gone through 5 rounds of layoffs this year. Every month I am stressed whether I will have a job tomorrow or not. SDR team went from 24 to 4 in the span of 8 months including the manager who was amazing and had been with the company for over 4 years. The executives don't have a clue which direction they want to take the business. They have changed their GTM strategies like 3 times in the 1.5 years I've been here and don't give it enough time to see if it's working. AFTER the fiscal year ended, these new execs decided to cancel president's club (employees that reached 110% of their quota for the fiscal year). Then 2 weeks later, they decided to have an all-hands meeting to bring it back. Everyone was extremely excited until we found out they had increased the requirement to 125% and only one person in all of N America qualified. They fired that person 2 months later due to "performance issues". Can't make this up. My first 4-5 months with this company were awesome, but now it's turning into a dumpster fire.

The issues with the organizational culture become apparent to the outside world when individuals, driven to frustration and feeling continually ignored constantly turn to Glassdoor to express their grievances. Consistent shifts in high-level strategy, coupled with frequent changes in short-term policies (such as travel bans, budgets and hiring freezes being imposed and lifted), have eroded the confidence of employees in the business and it’s decision makers. Unfavorable aspects of the culture appear to be the result of inexperience in the executive leadership team, particularly the CPO and HR team, who, despite commendable initiatives, exhibit behaviours such as; patronising, mistrust and a lack of strategic capabilities. Additionally, there are ongoing mishandlings of personnel matters including erroneous paperwork, deviations from proper procedures, and the inconsistent dealings and neglect of serious complaints. Employees feel disillusioned by the quarterly culture survey, as it consistently overlooks significant issues without meaningful organizational responses. Also, whilst an anonymous internal whistleblower process is encouraged, a lack of trust in its management has reduced confidence in the system. Significant staff reductions in the revenue department have left it under-supported and suffering, while other areas like HR, finance, marketing, and engineering have more staff than industry standards suggest. Despite recruitment freezes in various areas, a sizable talent acquisition team remains, causing disparities in perception and mistrust. Significant projects that lack feedback or consultation are undertaken with assurances of improved alignment and better outcomes. However, the exact opposite consistently unfolds. The marketing department remains a resource-intensive area with significant personnel, yet it lacks clear performance accountability, has experienced constant change in personnel, strategy and investment resulting in limited output. Individuals in leadership and middle management roles are frequently overlooked, not consulted with and left to piece together information in the shadows to support their teams. Despite their experience in their fields, their dedication and eagerness to act in the best interests of their teams, achieving success becomes exceedingly challenging without adequate support or feedback mechanisms. However, they are often the first to shoulder the blame when the intended results are not realized. The belief that more salespeople means higher revenue, combined with; reduced lead generation and market activity due to cost-cutting and limited investment, all ultimately lead to poor sales performance. Sales professionals struggle to reach their targets and end up being let go for underperformance. However, given the lack of market investment and constant shift in strategies, their success prospects were limited from the start.