Deel reviews

To take a seat on a rocketship you must be excited about going to the moon, and to get to the moon everyone on the ship plays an important role. Communication is also critical to the journey. Our Account Executives play a critical role in the journey to the moon at Deel and we continue to learn more about sales qualified leads coming from SDRs as well as how to best set representatives up for success to achieve quota. We have a high bar for talent overall, and for Account Executives we do ask that they do more than receive the sales qualified leaves in building the customer base. Regarding terminations specifically in Sales, we manage performance intentionally. Reps performing below 75% quota attainment should expect to receive performance feedback and if they were terminated due to falling below performance standards on quota attainment we would communicate that transparently. Regarding favoritism, senior reps have a higher quota so qualified leads for their pipeline are routed accordingly to aid in fulfillment of quota. Our workflows are built to help sustain and aid in quota attainment for all reps. Overall, Deel isn't your average startup. You'll be stretched to do more outside your direct role which for some is an exciting opportunity to learn but for others is not what they wanted to sign up for.

This is incredibly helpful, specifically from the engineering point of view. I also 100% agree that we must build best practices for Deel at our current and planned scale that aligns with the complexity of our workforce sitting remotely across the world, we need to communicate and educate on our total rewards philosophies and practices (ie we have annual compensation review and quarterly promotion cycles - but we just launched them in July as we were just 12 months into true scale and product to market as well as headcount growth), and we must continue to improve upon our hiring practices across the board but specifically for senior management and leadership to your point. As with most start ups we have promoted and even hired first time managers, which means that we must double down on training and management development. We have specifically been looking to balance our internal promotions with external hiring to ensure that we bring on people that have the experience to scale Deel for us and for our customers. This initiative will continue as we have senior roles open. You are also spot on with objectives and key results being clearly defined and scoped. This has been a work in progress for the past 6 months specifically and we are still learning and developing our process as its still been very fluid with how fast we are growing, adding new people, and needing to scope work. Finally, regarding total compensation, we do have a location based pay philosophy. Some companies do and some companies don't. Since we do, we look at market rates for the job in the country of residence of the person becoming a contractor or employee to extend a competitive offer. We do not intend for less expensive talent to win out over more expensive talent though - we desire to hire the best, most qualified person for Deel independent of where they sit. So this is something I want to take back to the team to ensure is not happening as you say or does not continue to happen. For stock compensation, this is typical - earlier team members took bigger risks and as the company continues to move through funding rounds the risk for people who join in these later stages is less so we see stock option grants acclimate to the risk and funding round. We do have new hire grant targets by job profile (and these are global targets, not local) and its important to us that team members are owners and have the opportunity for a payout and reward at an IPO or liquidity event. We need to do better at communicating the value, which is still significant, to candidates, new hires and incumbent team members. Overall, relevant review and we appreciate it!