Docusign reviews

Culture & values has largely become lip-service. Values stated to employees aren't reliably reflected in the actions of management. Largely due to management being increasingly hired externally. New-hire management lack knowledge of company tools, process, internally developed code-base and internal tools, meaning their ability to manage, plan, and/or judge work tasks is rarely reliable. This can surface in them being less motivated to advocate for the team or product, and likely won't directly contribute to the product, but instead will likely only look out for their own personal self-interest. Additionally, there's a disconnect in the understanding of the professional maintenance of code quality. Upper management understands there is an increasing gap in quality from what customers previously experienced verses what is delivered, yet software quality professionals are no longer valued by upper executives, resulting in a culture where quality perpetually takes a back-burner to code quantity. Management also demonstrates a worrying lack of appreciation for employee loyalty. Existing expertise and knowledge of the product is often lost due to an inclination to cut costs through layoffs. Senior employee company subject-matter experts are not valued, but are increasingly seen as replaceable to the determent of product knowledge and work-environment quality. Questionable management redundancy is also an issue. (Managers who don't contribute beyond running meetings, as well as managers or executives listed as their own employees.) Employees also are subject to being treated as mere headcount to be shuffled between managers just to maintain minimum direct-report numbers to maintain management roles. This results in failure to recognize individual contributor productivity and achievements, and no advancement and/or promotion opportunities for ICs.

Not sure how there are many positive reviews - perhaps they are written by MDR leadership. I would think twice before joining this org. I left the MDR organization start of this year, and even with distance, the impact of the environment still lingers. The culture was not simply “challenging”. it was consistently toxic and emotionally draining. There was an atmosphere of exclusion, gossip, and interpersonal hostility. New hires were often met with dismissiveness rather than support, and cliques dominated the floor. Many MDRs privately shared similar experiences: feeling isolated, undermined, or outright ignored. It created a culture where psychological safety was nonexistent. One should not have to question if there background or ethnicity is the reason why they’re being excluded or dismissed here. Managerial leadership was one of the biggest issues. Certain managers lacked fundamental sales experience, had no background in developing sales talent, and often compensated with rigid adherence to KPIs instead of real coaching. They can be well-intentioned but severely under-equipped. Coaching rarely extended beyond surface-level commentary, and critical developmental feedback was almost never offered. Instead of building skills, the focus was placed on call and email volume. Raising concerns—whether about culture, team behavior, or support gaps—resulted in little to no meaningful action. Many MDRs felt unheard and unprotected, which allowed harmful behaviors to continue unchecked. The emotional toll of working in this environment was significant for more than just one person. Career development was equally poor. Internal promotions were inconsistent, slow, and shaped more by organizational politics than by readiness or performance. Low-quality pipeline expectations made the job feel like running in place, and several MDRs who were promoted churned quickly because they weren’t prepared. It left many people feeling stuck and unsupported.