Glassdoor reviews

The sales territories at the SAE level are horribly unbalanced. To put this into perspective, only two reps at the SAE tier hit their quota last year. TWO. Those two reps represented New York City and San Francisco. These are by far the best sales territories at Glassdoor, as they are not only densely populated areas, but there is a high level of competition for talent. There is also strong awareness of Glassdoor and Glassdoor employer solutions. While Glassdoor is rapidly growing, many employers, especially those in the middle of the country, have no idea who Glassdoor is, let alone how Glassdoor works with employers. Many employers simply know Glassdoor as, "that place where people can complain about our company". As a senior account executive representing these territories, that is a huge challenge. You are less of a senior account executive and more of a new market developer. Your meetings resemble more of a free webinar than a sales meeting. And when it comes time to make a proposal, good luck. Employers who just recently learned who you are and what you do are not likely to move-forward with a big dollar partnership. Most don't even have the budget for it. Get very used to hearing, "maybe next year". Now, to be "fair and balanced" as we say, leadership has FINALLY acknowledged the fact there is unbalance with territories, and at the beginning of this year, they did make a few adjustments. For many reps however, this was too little, too late. We were held to the exact same standards as reps with NYC and San Francisco, and many reps lost their jobs as a result of not hitting their numbers. This is really unfortunate because there are a TON of good sales professionals at Glassdoor. My advice: If you decide to accept a position as an "SAE Hunter", tell them that you want a fair and balanced territory - anything on the West Coast, or Northeast is good. Minnesota, Chicago, and Denver are also pretty good. If they try to give you exclusively accounts in the South or Mid-West, run far away. You will beat your head against the wall for as long as you can until they fire you for not hitting your numbers. I don't care how good of a sales rep you think you are, you will try hard and you will fail. A few other things to note: - The sales floor is incredibly loud and chaotic, especially with so many dogs in the office. Be prepared for this. Buy good headphone and use the conference rooms and phone booths. You don't want to jeopardize a good meeting because of this. - Take your vitamins. The sales floor is like working at a hospital. Someone is always sick which means that everyone is always sick. - The office is awesome, but it's super isolated. There isn't many places to get lunch or go to happy hour. Plus, running a quick errand is pretty much impossible. - Make sure you go outside. Too many days I would come-in in the mornings, and not go outside until after it was dark. This is bad for your mental and physical health. Sausalito is a beautiful area, so be sure and take a walk with a co-worker so you can complain about your territory or sales manager :)

It's inevitable that a company will make mistakes or under-invest in certain areas when growing at our pace. You can't throw money at everything at the same time. When working at a company that is growing this quickly, it does take patience as we have to make tradeoffs in our investments in order to be fiscally responsible (and we are that, which I truly appreciate). We've had some bad luck in certain areas along the way too. We are now making the right investments business operations, product development, and user growth. In my opinion, key areas we now need to work on are: 1. Modeling. We still need to improve in how we financially model and measure our business. I think we have a solid understanding of what drives growth. We need to ensure that all areas of the business are delivering on the inputs needed to realize the growth we want. Much of this is in the form of product deliverables, user growth, more operational and enablement support for sales, and excellent product performance that commands a higher price point. It's unrealistic to put expectations of large productivity and efficiency gains on the shoulders of our sales reps without other things materially changing to support that. They are working hard, and they are an amazing team who can get more productive with the right investments - but many of those investments have not been made. We also need to fuel our growth in a more balanced way where we are contributing to the growth from many different areas. We lack the basic visibility to understand the key levers in the model and where we are/aren't delivering. We're too big for that - we've just got to fix this. 2. Sales Operations/Sales Tech. We all know we are short-handed here and are hiring as fast as we can, but it's starting to have a real impact on the business. It's becoming painful and it's becoming a frustration and causing a morale problem because we want to move quickly and efficiently and we can't. Our operational structure was built when we were small, and has not scaled well with our growth. It's not just technology, it's also business processes. Breakages of both are occurring more and more frequently and are starting to have a real impact on the business. We've got to get serious about this and put the right structure in that can accommodate the current business and grow and scale over time. 3. Investment in our Sales Team. We've grown this team to the point where it's not about just getting it done out of sheer will and scrappiness. We need to shift gears and realize that we have a large, global sales team and we are under-invested in many areas needed to support this team. Our leaders have such aggressive hiring to do that they don't get to spend enough time with their teams. They need help. They also do not have the reporting or playbooks they need at their fingertips to manage their businesses efficiently because no one has had time to build those things. And many business and sales processes have not been clearly defined. Finally, our sales enablement is very light for the amount of catchup that we have to do. We need more investment here. We have no way to know if the training is sticking - and in a lot of cases it is not. This is nothing against the sales enablement team - they just do not have the resources to get the job done properly and they do not have enough input from leadership as to what the proper sales/business processes should be in the first place. Sales reps, SDRs, and Sales Managers are overloaded with so much information and so many constant changes that many of them do not know how to effectively utilize our latest system and processes, which makes it difficult for them to succeed. We are leaving a lot of money on the table due to the lack of investment here.