Qargo Reviews

The culture has a clear “in crowd” dynamic. If you’re not in it, senior figures will manage you out rather than invest in you. I saw this happen to strong performers across the business. Onboarding is non-existent by any sales standard. No ramp plan, no structured enablement, and my first 1:1 with my manager came over a month in. You’re expected to piece things together from call recordings and make up the rest in your own time, while still being held to quota. The “remote with occasional travel” pitch is misleading. Travel can dominate your week across the UK and Ireland, often with little notice. Hard to build pipeline when you’re constantly on the road for unclear reasons. Work-life balance doesn’t exist. Out-of-hours messages to personal phones are common, and pre-start meetings are treated as standard. Not sustainable in a target-driven role. Sales management is weak. My manager had clearly never run a sales team before, no forecast conversations, no deal coaching, no real support. Beyond the process gaps, the interpersonal skills weren’t there either. Someone promoted for hitting their own number, without the temperament or training to develop others. People are let go without due process, no PIPs, no warnings, no clear rationale. “Performance issues” gets thrown around with no data behind it, including against reps who were hitting activity metrics. There are compliance concerns too, third-party AI tools being used to process sensitive customer data in ways that feel like a serious risk. All-hands meetings are box-ticking exercises, not genuine engagement.

The culture is toxic. There’s a clear “in crowd” mentality, and if you’re not part of it, senior figures will work to push you out rather than develop you. I witnessed this happen to multiple colleagues across departments. Onboarding is essentially non-existent. I had no training plan, no structure, and it was well over a month before I had my first formal 1:1 with my manager. You’re expected to self-teach using call recordings and put in significant hours outside of work to meet expectations. The role is marketed as “remote with occasional travel” however in practice, travel can consume the majority of your working week across the UK and Ireland, often with little notice and questionable necessity. Work-life boundaries are not respected. Messages on personal phones outside contracted hours are common, with expectations to join meetings before your working day officially begins. People management is seriously lacking at multiple levels. My direct line manager had clearly never managed anyone before, and it showed in every interaction. There was no structure, no development conversations, and no real support, but beyond the mechanics of management, the interpersonal skills simply weren’t there either. Day-to-day communication was awkward and uncomfortable, and any attempt to build a normal working relationship fell flat. It’s a familiar story…someone promoted for technical ability who has neither the temperament nor the training to lead people. The role requires commercial awareness and emotional intelligence, there was very little evidence of either. Dismissals appear to happen without proper process, no verbal or written warnings, no clear reasoning given to the individual. “Performance issues” is a catch-all phrase used without any substantiation. I saw this happen to good people who were hitting their activity targets and performing. There are also real concerns around how customer data is handled internally, specifically the use of third-party AI tools for processing sensitive information, which feels like a compliance risk. The majority of employees are inputting sensitive customer data attained from discovery calls into AI tools every day, putting the data at serious risk. The all-hands culture feels performative and mandatory rather than genuinely engaging.