SAPinsider Reviews

My time at SAPinsider has been an absolute nightmare, defined by a toxic culture of pure chaos, constant gaslighting, and a complete lack of respect for employees' lives. I would routinely receive impromptu Microsoft Teams meetings at 4:00 AM or have calendar invites dropped onto my schedule with the expectation to join within 5 minutes, alongside a toxic culture where taking calls and working on weekends was mandatory. Instead of being allowed to focus on selling and helping my clients succeed, my days were consumed by a relentless barrage of disorganized, back-to-back meetings that were constantly delayed or canceled, alongside a mountain of redundant reporting that completely duplicated what was already tracked in the CRM. Leadership forced us to artificially inflate the pipeline by adding every single product as an opportunity, creating a grossly exaggerated and deceptive forecast. I was personally chastised and targeted by the CEO and others who felt threatened simply because I took the initiative to create my own professional collateral to promote our solutions and events—a necessary step given that our internal marketing materials were completely inadequate. The company treats employees' livelihoods like a game; it is a revolving door where sales professionals are routinely hired and fired within a month or two without cause. Weekend calls, and it was the expectation that you would work to get things done and not complain about the redundant meetings. It is common knowledge that management conducts ruthless layoffs every July, only to rehire the exact same people six months later—with several colleagues being hired and fired at least three times. In my three decades of working in the corporate world, I have never witnessed such systemic madness, fear-driven management, or operational incompetence. The 1.7 Glassdoor rating is entirely earned, and I am writing this to warn others to protect their careers and avoid this place at all costs.

I have never worked at a job that was so incompetently run. My role changed four different times, and half the time I only found out because I had to ask what was going on. Historians will one day study the American obsession with being “proud” of working outside business hours. The kids haven’t seen their dad in five days, but apparently that’s fine so long as the shareholders keep getting richer. There were twelve hands in the pie, all arguing with each other, all stemming from the same poor excuse for a CEO. Jobs would constantly get cut to “trim the fat,” only for the workload to be dumped onto whoever was left. Watching a team of four get reduced to two, only for those two exhausted people to be told, “You’ll manage,” and then a week later be accused of not pulling their weight, was genuinely absurd. It felt like I was watching a badly written TV show where the writers needed management to come across as cartoonishly incompetent and evil, so they stopped bothering with subtlety. Accountability only ever travelled downward. The consequences of terrible leadership decisions were felt exclusively by the people beneath them, while the C-suite sat untouched. And god forbid you were a C Suite pushed back against ideas that were obviously bad for the business or your team. That was the fastest way to get managed out, followed shortly after by the company-wide email saying, “XYZ has decided to move on from the business.”