Pros
- Ownership: I have the right to make my own decisions and run my book of business how I wish; no red-tape, no politics, no bureaucracy. Decisions are always made quickly.
- Learning: Deel is constantly adding new products and entering new markets, creating a constant opportunity to learn and grow with our product (Deel never feels stagnant)
- Leadership vision: Our C-suite aren't just sitting on their returns, they are re-investing capital (smartly) to grow our product set (platform play) and market share, and are constantly outmanoeuvring the competition
- Performance-orientation: There are no 'uncertain' roles at Deel, everyone knows what each person is accountable for, and the goals that we need to achieve as a team to keep growing at the rate we need to
- Brand-recognition: It's the first early-stage SaaS company where I've found it possible to book meetings with Big 4 Consulting firms, and much larger partners, thanks to the brand equity that's been built up over the last 4-5 years of Deel's massive growth
- Great talent everywhere: We have the best TAs, the best marketers, the best CS teams, the best AEs, the best SDRs, etc... there is so much fantastic talent all over our organisation, who are always willing to collaborate towards a common goal.
Cons
- Deel is still a 'start-up' and things can still be scrappy: Whilst Deel is a $500M ARR business, it's still only a 4-5 year old company. We still have processes that we need to improve, and that will come over time as we mature
