Foley reviews

Low pay, managers with no experience or will to help, careless higher ups

Since the introduction of new executive leadership, morale across the Sales and BDR organizations has declined significantly, and quota attainment has become the exception rather than the norm. A contributing factor has been the current CRO, under whose leadership previously effective processes were dismantled and continuity was disrupted. Because all Sales and BDR roles ultimately report into this structure, new hires are impacted immediately, with no practical insulation from broader leadership and cultural issues. At the executive level, Sales, Growth, and Revenue leadership lack alignment and direction. Decision making is inconsistent, favoritism is apparent, and there is no clear strategy for effectively supporting or scaling the sales team. The result is constant confusion, poor execution, and widespread burnout. Compensation remains below market relative to expectations, OTE attainment is limited to a small minority, and the product’s non-essential positioning makes earnings inconsistent. Based on observed attrition and behavior, nearly the entire corporate sales team is actively exploring new opportunities, reflecting broader issues with morale, trust, and retention. The CEO appears capable and well intentioned; however, the current go-to-market leadership approach has resulted in poor execution, reduced accountability, and widespread disengagement. Candidates should carefully evaluate these systemic risks before considering a Sales or BDR role.