The biggest challenge was leadership instability and lack of alignment within the structure. The team performed well, but instead of strengthening leadership, the Director role was removed and the team was placed under another leadership, which created disconnect between strategy and execution.
There was significant micromanagement and unrealistic expectations, along with limited opportunity for the team to share feedback. Communication between team was often weak, which led to confusion and blame when not getting leads or any error occured.
Senior leadership engagement was also limited. Regular discussions with the BU head or leadership to understand ground realities rarely happened, which made it difficult to address issues or improve collaboration.
The biggest issue at Veltris is unstable leadership and lack of respect for talent. Despite strong performance and bringing opportunities to the table, promised incentives were never honored. Contributions were acknowledged verbally but never reflected in the compensation structure.
The team performed well, yet instead of strengthening the function, the Director role was removed and leadership was handed to other resource. This created a clear disconnect, as running an organization requires deep sales leadership experience. The result was micromanagement, unrealistic expectations and poor understanding of the process.
Communication between team was extremely weak. When anything went wrong, it quickly turned into a blame game rather than collaboration. Upper management rarely engaged with the team to understand the ground reality.
The culture also felt highly boss-driven, where a small group influenced decisions while genuine performers often went unheard. Questioning decisions or sharing honest feedback was not encouraged.