The Sales/Business org has gone through several re-orgs in the past couple years as they still haven't figured out the best way to GTM.
- Ironic disconnect between the company's proclaimed values and the actual execution, culture is determined by manager - Sr. leadership's presences is not felt at the team level
- Sales leadership is generally pretty green and many promoted from within so they don't know how to coach and enable reps effectively
- Onboarding does not prepare you to do the job
- Lack of CS support is devastating and negatively impacts customers and the business. Our customer education team and online resources are fantastic, but what customers need most is hands on support to teach them how to get off on the right foot with our wonderful product. Without this, Sales reps end up playing support roles or neglecting customers entirely, which leaves so much revenue on the table.
- The comp plan is confusing and you're not clearly incentivized to focus on activities that will drive your attainment and success.
- If you want a start-up style scrappy SDR/CSM/Account Manager-hybrid role where you do your own out-bounding and support your entire book while trying to focus on tier 1 accounts and closing deals - this is a great team to join! This is largely the case from SMB "Commercial" all the way up to Enterprise.
- Don't be fooled by the well-established brand. Asana's sales org is its own startup within a company that has coasted on its product for the first 10 years, and now the competition is fierce.
