he company lacks strong GTM direction and a clear sales hierarchy, which becomes obvious when compared to other high-growth organizations. The entire sales structure feels dysfunctional, with many AEs and BDRs stuck in the same roles for 8–10 years without meaningful career progression. This creates unhealthy internal politics and constant friction between teams.
Sales managers often lack the authority or experience needed to lead effectively, while long-tenured AEs behave as though they run the organization. SDRs are left confused about whose direction to follow, creating constant tension between managers and AEs. In many cases, AEs have disproportionate influence over an SDR’s career growth, forcing SDRs into becoming “yes men” rather than focusing on actual outbound execution and pipeline generation.
There’s also an overreliance on inbound opportunities. Many AEs are celebrated for closing deals from prospects who were already actively looking to buy, despite weak outbound capabilities and low overall conversion quality. That is not a sign of a strong GTM engine.
On top of that, there is excessive emphasis on constantly learning product updates, many of which change frequently and add little practical value to day-to-day sales execution. Instead of enabling reps to sell better, it often feels like noise that distracts from core SDR responsibilities.
