Territories are divided to match Cisco territories, but they do not set quotas based on historical sales or based on actual data (Cisco does this, as any legitimate sales team should). Instead, Meraki management takes the lazy route and just applies the same quota to all territories, regardless of the differences between territories (which can be significant). This makes some territories impossible to attain quota, while others are enjoying sales at 4x quota. Quotas are set based on "top-down" approach, and not necessarily based on realistic numbers and data. Also, there are no female managers (or very few) and most don't last long. Middle management is promoted from within, which allows for salespeople to advance. But unfortunately it's existing male directors who just promote their buddies, and it is not based on actual performance and skill. Also, once they become a sales manager, they do not invest in training them. The result is a lot of inexperienced, male managers running the show. There is a lot of expectation to attend happy hours and support the male-dominated, drinking and party culture. There are countless times where female employees, including myself, had to suffer through constant sexist remarks made on the sales floor by salesmen and managers, and even the managers join in rather than extinguishing this kind of culture. HR is no help. The women that were in management positions and have since left the company for other jobs, seem to all have the same feedback. They were boxed out by other male managers and sexism was obvious at every turn. They were just not taken seriously so they went elsewhere.
