The interview process was extremely long and misaligned with the reality of the role. During interviews, I asked directly about profitability, sustainability, and job security. I was repeatedly assured that the company was stable and that the role was safe.
Within my first week, I was asked to lay off an existing employee. Instead, I worked tirelessly to train and support this individual in an effort to avoid a layoff. Despite this, the employee ultimately quit due to feeling targeted and unsupported by leadership.
Four weeks into the role, once inbound pipeline slowed, I again raised concerns about job security. I was personally assured by the CEO that my role was safe.
During my time there, I implemented and budgeted a new CRM, closed over 15 practices, introduced enablement tools, built sales strategies and processes, and signed a quota agreement. Despite this, six weeks into the role, I was unexpectedly terminated by the CTO, someone I did not report to. I was offered only two weeks of pay and was not compensated for the practices I closed.
The CEO did not have the professionalism or courage to communicate this decision directly. When I reached out afterward, he admitted the layoff had nothing to do with performance and everything to do with company redirection. He promised to introduce me to founders in his network to help offset the impact. Those introductions never happened. I was ghosted for months.
Leadership lacks direction, organization, and basic management skills. Decisions appear reactive and driven by short term financial impulses rather than strategy. Much of the company infrastructure, including contracts, enablement, and offer letters, is generated by AI, which leaves leadership unable to properly train, guide, or support employees.