Pros
80-90% of the employees you’ll meet are some of the best people that you’ll work with in your career. If you’re just starting out, this is a great place to gain some relevant experience and build your resume. When it comes to benefits, there are stocked pantries on every floor. Those working in Indy have access to the ET Gym, ET Fun events (golf outings, paintball, happy hours, etc.) and more. Wellness Bucks - employees are reimbursed up to $105 per quarter for gym memberships, yoga classes, crossfit classes, etc. Through the Salesforce acquisition, ET employees receive 6 free volunteer PTO days per year and even have the opportunity to participate in the Salesforce Employee Stock Purchase Program. Until recently, it was fair to say that ExactTarget had one of the best executive leadership teams in all of SaaS.
Cons
Over the last year it’s been sad to see how drastically the company has changed. The “orange” culture is fading rapidly and key employees who cashed-out on stock options are jumping ship for better opportunities. Prominent executives recently left the company and top talent is leaving in droves. A massive restructuring is in order and I suspect that others will follow suit once the fiscal year ends and annual bonuses are paid out to employees. If you work out of the Indy office, you can sense the heightened frustration from those around you. Employees are overworked, underpaid, and have huge unrealistic quotas hung over their heads (with shrinking sales territories). What used to be a company driven by young, ambitious, entrepreneurial talent, is slowly turning into a company motivated by corporate greed and pleasing Wall Street. Two years ago, things were very different but now it is much harder to get promoted, receive a pay raise, or advance your career vertically. ET is very demanding and is notorious for promoting the same people (Director level and above) over and over again. Rarely will you see someone without an MBA or Director-level title, get promoted (unless they brown-nose like crazy).
