Pros
1) TOP PEOPLE in the Sales teams that are willing to help one another, have no ego and want to succeed. Would love to work with any one of them again. Also the SC and PS guys are a lovely bunch too. 2) HIGH PACKAGE - The base salary is high compared to market average, and naturally the OTE is double that, but sadly you are extremely unlikely to achieve this in the Net New Logo team.
Cons
1) ARROGANCE - Lack a clear differentiated strategy against established competition like Stonebranch. The RunMyJobs positioning around "SAP RISE Reference Architecture" does not translate into perceived differentiation or additional value for customers, especially when the cost is around 2x higher. The Solutions Engineer team themselves noted the minimal functional differentiation, which is alarming and worrying. 2) OUTBOUND DEMAND GEN - The outbound demand generation strategy severely restricts BDRs by mandating the use of only three templated emails. In the age of personalisation and digital fatigue, this policy is highly ineffective. the resistance and bureaucracy surrounding any conversation about moving forward toward personalised outreach suggest a significant lack of modern sales and marketing experience in the management overseeing this function. 3) NO BUSINESS CASE - There is a complete failure to recognise that companies investing in new technology in this macro-economic market require a water-tight business case to present to their investment committees. An urgent requirement exists for a Business Value Assessment (BVA) team or function. Forcefully sidestepping a POC because of the company's existing, large customer base does not alleviate a customer's need to test performance (P.S.Calling it a Proof of Value rather than Concept still doesn’t that fundamental requirement!!) 4) DIVIDED GTM - The separation between the Net New Logo and Strategic Account Managment teams creates an organisational mess. As soon as a deal closes, the account is immediately passed to the SAM team. This transition causes the NNL team to lose all visibility into whether the use case was successfully delivered, what the quantifiable outcomes/metrics delivered were, or the further use cases being considered for expansion. This missed information should be feeding demand generation messaging, but instead, it creates a massive knowledge gap. 5) RISKY SALES CULTURE - The leadership promoted a sales culture where the goals was to simply "land the deal" at any cost, often stating that customer retention and long-term consequences would be strictly the Account Management teams responsibility. This approach shows a serious misalignment with customer value and fundamentally undermines the ability to build long-standing customer partnerships and ongoing trust. 6) UNREALISTIC SALES EXPECTATIONS - Despite the internal acknowledgement that a net new deal realistically takes 9-18 months to close, leadership often applies significant pressure demanding unrealistic "commits" for immediate success. This aggressive misalignment between stated sales cycle length and management expectations places undue stress on the entire sales organisation Advice - Tread very carefully and conduct significant due diligence before considering joining this organisation. High employee turnover is currently evident.