Series C was the worst possible thing to happen to Drata - Anonymous employee Drata Employee Review

I was hesitant to share my experience at Drata out of fear of repercussions, and am grateful to the other people who had similar experiences as I did who inspired me to write this review. It is a blatant fact now that the only reason Drata remains above 3 stars on Glassdoor is because of reviews PRIOR to their series C funding (Dec 2022). It is a mess inside from the C-suite down, but all—and I do mean all—of the blame is put on the individual contributors. My summary: Once Drata raised its Series C, and then hired Adam Aarons as its CRO, it lost all direction and purpose and anything that made it special. Adam brought nothing to the table other than a series of "LFGs!" and "JUST DO IT!" chants to zoom and slack, and encouraged leadership and ICs to sacrifice anything and everything to remain employed here. I quite vividly remember a colleague taking a vacation and being celebrated for making calls at 3 in the morning there. Totally normal and cool! As others have stated, job security is a complete joke here. One mistake or one month below target and you're on a laughable PIP. Tenure, talent, or any other circumstances, are all ignored. Drata isn't willing to invest long-term in its employees. Much like it's go-to-market strategy, Drata is only interested in what (or who) gets it money quickly—never mind long-term consequences! RE: Okta employee favoritism. It's just comical at this point. Simple linkedin search will show all you need to know. This, obviously, came from Adam, and as others have stated, if you have Okta on your resume, you're first up for a raise or a promotion. Customer churn: Super sustainable business model to sell 1-year deals with 3-month delayed start dates and tell customers it takes about 20 hours of work start-to-finish (to any customers reading this: please don't believe that crap). Drata was so young that for a while this just didn't matter, as we were growing so fast before many of our first customers renewal dates were even approaching. Now, it really does matter, and ICs are expected to fill in the gaps as our customer base just can't pay or goes out of business. Our CSM team is world-class and works as hard as they can, but these issues aren't fixable with just talented people. Product: It's a good product, and does what it's supposed to; but acting like it's anything more than a couple integrations and a well-thought-out spreadsheet only hurts us. The market realized this and cheaper competitors have popped up literally everywhere, and customers are seeing through the lack of differentiators. The sales people, and I suspect the product team too, believe that the product has already reached the ceiling of what it's capable of, notwithstanding some massive pivot to enterprise security monitoring (which would take a few miracles and the return of Jesus Christ himself for that to work). Diversity: LOL. A lot of this would make sense, or be more digestible, if Drata was on the fast track to an IPO. It's not, and we're all suckers for ever believing this. Having a customer base of tiny startups who can barely pay for a one-year deal is not getting you there. A 2bn valuation is extremely laughable, and I suspect (with absolutely no source to back this up—please don't remove this glassdoor!) that the Markowitz twins are eyeing another exit at a tiny fraction of that valuation, leaving all our equity worth zero. Just don't say that part out loud! I learned a lot during my time at Drata, mostly about what not to do and how not to behave in a professional work environment. What was once the golden child startup is facing a real identity crisis, and it will be interesting to see how this plays out.