Leadership is unstable. Each reset arrives with a fresh promise of "big changes" and a coherent strategy that never materialises. What turns up instead is a reshuffled account list with no go-to-market plan, no marketing engine, and no demand generation behind it.
Account executives are managed like BDRs, and quota attainment across the team is very low (5% or less). You are expected to self-source nearly all of your own pipeline, hit a high daily volume of calls and emails, and chase a "meaningful connects" target whose definition keeps changing. The guidance whipsaws between "more volume" and "be more personalised" and back again within weeks, with no consistent strategy underneath. Inbound is scarce, and the few leads that arrive are often unqualifiable.
Micromanagement is relentless. Expect several mandatory forecast and call-review meetings every week, with feedback that fixates on trivial details rather than real coaching.
Front-line management is the core problem. My manager had limited relevant experience, led by making demands rather than coaching, openly questioned my seniority, and expected results while providing nothing to achieve them with. Escalating above him changed nothing: in my entire time I never once spoke with anyone in the C-suite, which tells you plainly where leadership's attention sits. People who feel that unsupported leave, and several newer hires did within months.
Selling is hard for reasons outside your control. The platform was assembled through acquisitions and shows clear gaps on larger, more complex deals. Implementation is heavy and far more expensive than the alternatives, and capabilities are routinely oversold to prospects. Real earning upside is rare. Do not believe what the recruiters tell you.
