The company culture is defined by micromanagement and dysfunctional leadership, where managers push extreme work hours, dismiss underperformance/ ehtical boundaries as being “soft,” and sometimes react with physical outbursts like ripping pillows or kicking chairs with no consequences for their actions.
Promotion timelines are effectively illusory, advancement is delayed even when you consistently hit 100% of the stated performance metrics. This creates the sense that the promotion path is more of a retention tactic than a genuine, achievable career progression plan
The environment resembles an extension of college fraternity culture, which may appeal to those who never want to leave that kind of scene but can feel unprofessional and immature to others.
SDRs are pushed to chase superficial activity metrics instead of real business outcomes, spamming marketers and misrepresenting interest to inflate demo counts that make SDR leadership look good rather than driving revenue, supporting Account Executives, or building genuine sales skills. This sets up unrealistic expectations for the Account Executive role, where most time is spent on weak, disinterested leads who were dragged through the funnel, while SDR leadership continues to pressure AEs to “qualify” deals that clearly have no viable path forward.
Management will focus on their one "golden boy" and not give support to newer members. This results in 1 person pulling the weight of the entire team, making everyone else feel subpar, yet focus is never on said manager who is failing to support SDRs (literally cold calling).
The workplace is characterized by an unkempt office and a toxic drinking culture that blurs professional boundaries and contributes to an overall unhealthy atmosphere.
There is a troubling presence of racially charged language in both day‑to‑day interactions and official, company‑sponsored communication channels, raising serious concerns about inclusivity and respect.
Certain policies and expectations cross legal / ethical lines, such as denying sick days and coercing employees into obligations that appear to violate basic labor protections (should not resort to legal action to be treated appropriately as they did with overtime pay in the past)
The culture also reflects extreme favoritism, where low‑performing female reps are frequently put on performance improvement plans, while male counterparts in similar positions are shifted into other areas of the business or even given management roles instead. Promotion timelines for men are noticeably faster with less requirements, reinforcing a perception of gender bias in advancement opportunities
