Autosoft reviews about "ceo"

Like any fast-paced company, things can move quickly, but the team adapts well and keeps things moving.

Internal training documentation is a work in process - but I have witnessed leadership actively working on improving this

Autosoft has some baked in difficulties in shifting internal priorities and process. We do a lot of internal planning and data gathering, but sometimes sit at the starting line without action.

The software itself might not have the flashiest look, but it’s rock solid and gives dealers exactly what they need to run every part of their business. And the best part? Our engineers just keep making better. There have been past employees who joined Autosoft with the wrong intent. They may have just wanted a paycheck and said the right buzzwords to have an offer extended. Those who are here for the right reasons make the work worthwhile. As I work alongside various teams, I can easily tell who is here to make a positive change and who is here to silently contribute, keeping their head down.

-CEO has the management skills of a bully. He can't grow employees or lead, he spends more time talking about his past and bashing other employees. -The software needs lots of updating, it's almost 40yrs old and very few advancements. -There is no teamwork! -Random price increases thrown on customers with no warning or details of the new price. -HR needs to be more supportive to employees and tune into the bullying they are receiving from management. -Employees are being pushed to meet unrealistic goals, and when asked for support or help with obtaining those goals. They are threatened by the CEO to be replaced with someone else that has been begging him for a job. No mentorship is given, just met with a threat.

This is unfortunately the longer list and it almost completely is caused by a small handful of people in leadership, especially the absentee CEO that spends more time on here complaining about poor reviews than trying to understand why they are poor to begin with. I also want to say that I am an actual former employee, this is not a "fake review". I left due to the type of CEO that makes those kind of accusations on Glassdoor. Core Issues: - Directionless leadership, often with priorities that conflict with each other and create discord amongst teams. i.e. Having CSM's call all current dealers for upsells every month, but having product not work on any actual feature development to spur the sell. - Toxic leadership. There are too many examples to list. During a post layoff call, the CEO spent the entire time explaining that we worked on the wrong things, but seemed to forget he was in every quarterly roadmap meeting and approved them. Also on that same call, couldn't be bothered to stay on camera for the 20 minutes with the team and would just walk away while others were talking. - No accountability. Every failure is on the team, every win is theirs. - Losing customers faster than our ability to retain them. No focus on highest asked features, or on why dealers are leaving. Lots of attention to the clients that have been with us the longest and tunnel visioned into thinking that means the product is loved. - One more time for toxic leadership. Executive leadership assumes negative intent from all employees and curate a culture of fear. This is made worse when added to the lack of clear direction, so it is always a lose/lose situation for the employee. - Ego driven decision making. Questioning or asking for understanding on why an item is the priority or best path is taken as insubordination. - Due to the lack of direction, the work that is being prioritized is disjointed and leaves teams feeling like the work they do is meaningless.

I worked here for over five years and steadily took on more roles and responsibilities. I asked for a raise before I took on an additional project and the CEO called me arrogant and fired me without severance.

Cons     •    Leadership, particularly the CEO and the accounting manager, created a consistently stressful and toxic work environment. Decisions were often ego-driven, priorities changed frequently without explanation, and it was difficult to understand how daily work fit into the bigger goals.     •    The CEO frequently assumes negative intent from employees, criticizes work without acknowledging his own role, and rarely leads by example. Wins are claimed by leadership, while failures are blamed on employee. • Asking questions or requesting clarification is sometimes treated as insubordination rather than a desire to improve outcomes.     •    Leadership uses bullying tactics to control employees. Staff are publicly criticized, shamed, and intimidated during meetings, and there is a pervasive sense of fear in the workplace. This bullying behavior is not limited to the accounting manager—it is systemic, coming from executive leadership as well.     •    The accounting manager was unprofessional and abusive. He singled me out in ways that felt discriminatory, harassed me repeatedly, and humiliated me during team meetings. Working under him was extremely stressful and demoralizing, and his behavior negatively impacted the morale of the entire team.     •    When these issues were reported to HR, the HR person who was willing to investigate was fired. This shows a deliberate unwillingness by leadership to address serious problems and leaves employees without a safe way to raise concerns.     •    Company culture suffers under these conditions. Fear, defensiveness, and low morale are pervasive. Employees feel unsupported and undervalued, and many leave or consider leaving because of the toxic leadership.     •    There is little accountability at the leadership level. Mistakes are blamed on employees, successes are claimed by executives, and feedback is often ignored or punished. Teams are left feeling their work is meaningless and unappreciated.     •    Communication across departments is poor, instructions are often conflicting, and management rarely coordinates effectively with staff. This lack of transparency creates confusion and frustration.