1. Too Much Change & Conflicting Agendas
Sprinklr has always been top-heavy, leading to conflicting priorities and internal politics that weaken execution in the field. This has only intensified in recent years, as leadership changes have further destabilised teams.
2. Terrible Talent-to-Waste Ratio
The organisation has a bizarre mix of incredibly talented individuals and politically motivated underperformers. Unfortunately, internal politics often result in top performers leaving while those who excel at finger-pointing remain.
Examples:
A highly respected senior leader from Salesforce was hired in Singapore—an experienced operator with an excellent track record and reputation who could have elevated the region’s performance. Less than a year later, he was pushed out, largely due to internal politics and resistance from legacy teams.
In Australia, the original sales team struggled for years to hit ANY targets. According to them the reasons ranged from market being too small, Sprinklr being too expensive and competitors handing their products out for free. From 2020 onward, new leaders and sales reps turned the office around, achieved targets, and quadrupled the team size. However, most of those top performers have since left, while legacy team members remain. Today, the region survives largely due to one standout individual who joined in 2021 and a great success manager/turned solutions consultant. Without those two, the region would be back at square one.
Sprinklr has great potential—a strong sales methodology, a fantastic product, and a huge market opportunity. Yet, leadership (both at HQ and regional levels) has consistently mismanaged execution. Again, the German team is a good example where strong leadership has cultivated a great collective mindset and consistent high performance. Then again, in other regions, such as APJI, a recent senior leadership change raises serious concerns that could make things even worse.
3. Sales at the Expense of Success & Value
Sprinklr's product is powerful but complex, requiring significant support for proper adoption. However, recent layoffs and hiring trends indicate a heavy focus on sales at the expense of customer success and long-term value delivery.
LinkedIn activity reveals a clear pattern—many seasoned Customer Success professionals have been let go, while hiring is primarily focused on sales.
Customer Success is critical to Sprinklr’s GTM, yet it is being diminished, which could hurt long-term customer retention and value realization.
The new CEO’s track record is centered around M&As and business exits, raising questions about whether Sprinklr is being positioned for a sale rather than long-term growth.
Final Thoughts:
If you find a great team and strong leadership, Sprinklr can still be a very rewarding place to work, with a great product and solid earning potential.
If something feels off during the interview process, trust your gut and run for the hills.
