Dynatrace Reviews

To save your time, long story short. Stay away from this SDR position until the below two main issues are resolved. 1) Poor communication between senior management caused extremely low leads (very limited resources to contact), no one takes responsible and no one initiate to fix this problem. 2) I doubt the new management has an understanding of the APAC market. Maybe he has a related background, but their directions always make me to think that he probably only traveled to APAC. With that, I totally understand what they ONLY can do is micro-managing, endless pressure with daily reset target. I hope they already took some action to fix that behind of scene even if he always says someone else is working on it. If not, perhaps before I get a notice all of sudden, I also have to leave this company with this great product and a culture between colleagues..

Upper management working in silos, too many conflicting policy across department. When the director/manager left, there's no guideline for new one so the new director/manager create a new policy which in conflict with the previous one. All of the sudden the KPI's is increase by more than double. For good territory, there will be enough list of contacts to call. For small/bad territory, you won't have enough contacts to call to fulfil weekly call target. Every week the director/manager will push you to make the numbers without listening why you're unable to reach the min call target. And RD's will get upset why we harass the prospects by calling them everyday.