AE at LEah - Account Executive Leah Employee Review

Good company culture, smart leadership & compelling product in market.

Leah sales have yet to catch up to accolades. Benefits could be more compelling.

- Flexible working - Company travel and events - A lot of really smart people (outside of leadership)

* Lack of Communication: No structured company-wide meetings or planning, leading to misalignment and confusion. Leadership favours 1:1 conversations, causing inconsistent directives and siloed thinking. * No Strategy: The business operates on the CEO’s ad hoc ideas, with no structured go-to-market plan. Marketing lacks autonomy and frequently shifts direction. A new product changed it's name 4 times in 6 months. Leadership believes that process and structure hinder innovation. In truth, it just leads to... * An Inability to Execute: Constantly picked up by analysts and customers alike, but the root causes completely ignored by leadership. The founders resistance to change and refusal to operationalize their ideas prevents the business from succeeding * Org Structure & Role Definition: Reporting lines are unclear, roles overlap, and job titles don’t align with industry standards. Employees take on multiple jobs instead of hiring properly. What would be a single function in any other SaaS business is 3 or 4 teams at ContractPod * Nepotism & Lack of Experience: Leadership roles are given to internal hires with no relevant experience, and external hires who challenge the status quo are dismissed, ignored or pushed out of the business * Shady Revenue Recognition: Lack of transparency in financial practices and lots of business booked when no contract in place * No Governance, Processes or Accountability: No clear ownership of tasks. Failure is tolerated and micromanagement creates frustration. No escalation processes in place * Flawed Market Focus: The company insists on selling exclusively to Legal despite it widely be acknowledged that they don't know how to buy tech, they don't have the budget and they don't carry the internal influence. Instead of following in the footsteps of leaders in the space, it's a race to the bottom, fishing with the smallest of competitors for the smallest ARR (only for the head of sales to slash the pricing again by 50% because 'we need it in the quarter') * Dysfunctional Partner Strategy: The company was initially resistant to implementation partners but is now trying to engage them without fixing the internal dysfunction, damaging trust and preventing scalable growth. Partners are shocked by what they see * Weak Product: The product is full of bugs, lacks basic functionality, and is led by inexperienced executives with no B2B software background. Overpromises to customers are common especially after rushing half-baked new capabilities to market. Demo environments crash on a daily basis. The 'innovate at all costs' push from leadership means that the Product team don't have any interest in understanding the competitive landscape or base market feature sets * Culture: No sense of identity as a business. No reinforcement of values.