Verodin Reviews

Leadership and consistent directions. The CEO changes his mind often daily about the direction of specific businesses organization. This includes firing people before Christmas without any warnings, assigning too many roles to one person(setting them up for failure), and bringing in friends to run critical executive positions. Employee churn. Something every company contends with however at Verodin it's far too often and effects not only the workflow of others(they have to take on the work left behind) it effects the moral of the team. Lack of communication from executive team. The executive team does not regularly meet unless drinking is involved. Strategy officer is not invited to many planning and strategic meeting and is instead used as a prop to show to government customers. One notorious fact is that the CRO will not answer an email unless the CEO is cc'd. This is unacceptable and has caused confusion and strain within the organization. No on ramp product. Verodin is an extremely expensive product which as a result isolates a large portion of the market. When competitors are doing the same thing for cheaper it forces Verodin to discount heavily. No training for customer facing teams. Verodin platform does not sell itself. It touches many areas of the security and network stack that sales have a difficulty selling. Rather than develop a enterprise training team to get smart folks up to speed we sideline them or fire them. No ability to scale. The CEO and COO have no intention of going IPO. They want to point the ship in the correct direction and then jump off and sell when the moment is right. This will leave talented engineers under the SAIC, HP, DELL of the world while the CEO and his friends get rich.