Toxic culture with zero loyalty and outdated management - Sales Support Version 1 Employee Review

1.0
6 June 2026
Recommend
CEO approval
Business outlook

Pros

Some good colleagues, bonus scheme They recently got rid of some low performers at C-Suite in the last few years, the old boys club. Lofty goals of a unicorn status, the revenue figs bandied around a few years ago have been revised down considerably.

Cons

GPTW is a pay to play accolade, don't believe the hype, you pay in a roundabout way for this. Dinosaur upper management. This was very much a boys club and some of these quickly promoted but not very useful folk, haunt upper management, particularly in sales. Zero loyalty, they have disbanded whole teams who spoke out, 10+ people gone overnight. Many and I mean, many, work colleagues I worked with, were suddenly gotten rid of. Maximum shareholder value is the mantra here, many drinks the cool-aid

Explore other reviews about Version 1

5.0
4 May 2025
Recommend
CEO approval
Business outlook

Pros

Great place to work with good work culture and amazing leaders

Cons

There are no Cons only Pros

1.0
23 Oct 2025
Recommend
CEO approval
Business outlook

Pros

The company has talented individuals in Europe and a solid delivery foundation. • Some strong relationships with Oracle in EMEA. • Opportunity could exist if Version 1 ever gets serious about properly investing in the U.S. market.

Cons

No genuine U.S. presence or strategy. The company is almost unknown in North America, yet leadership expects instant growth without brand support, marketing, or resources. • Promises made, not kept. I was recruited with the understanding that I’d lead U.S. Oracle sales and have a team built around me. None of that ever materialized. • Unrealistic quotas and constant changes. Quota doubled midyear with no additional support or territory. • Leadership dysfunction. Roles, accounts, and territories were reassigned arbitrarily — often to overseas reps unfamiliar with the U.S. market. • Poor alignment with Oracle. Leadership rarely engaged with Oracle’s U.S. executives or partners, leading to lost opportunities and credibility issues. • Micromanagement without accountability. Decisions were made from abroad with little understanding of local dynamics or what it takes to win here.

3
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