After ramp, support largely disappears. Ongoing coaching, feedback, and leadership engagement were minimal—requests for shadowing, field visits, or call reviews often went unanswered.
The company struggles with internal organization: travel plans were often last minute and unclear, and changes in direction happened frequently without alignment.
Sales goals felt inconsistent across the team. Top performers were given leads from multiple channels, while others were left to self-source entirely, with little recognition of that imbalance.
The SDR team saw major changes that significantly impacted meeting volume—field reps were still expected to deliver on pipeline despite limited support.
Promised quarterly team gatherings never materialized, creating a lack of cohesion and connection across the company.
There was a lack of accountability regarding territory integrity, which led to frustration among peers.
The performance management process lacked transparency—seeing talented people let go without formal improvement plans was discouraging.
Realistically, to hit OTE you need to be with the company for 12–18 months to build your customer base. The post-ramp compensation and support did not reflect that expectation.