Gartner reviews

You have to overcome the pay the play image of Gartner. Most managers don't know how to adapt to new world. There is a lot of AE being pushed out.

Management relies heavily on overly strict, check-the-box processes primarily to shield themselves from accountability. An average of 4 mandatory internal meetings weekly just for process tracking and oversight, are required. A significant portion of time is consumed by mandatory tasks that serve management's KPI goals, rather than benefitting your core sales objectives. There is a pervasive culture of blaming ground-level reps for failures resulting from questionable strategic decisions made at the top. Intrusive Micromanagement: Whether experienced or junior reps are subjected to extreme, multi-layered micromanagement—disguised under "coaching." This includes mandatory role-playing before most client facing meetings, logging pre-meeting prep, and running through client presentations slide-by-slide. The leadership structure is a disconnected pyramid, failing to account for real customer needs and resulting in slow, inadequate market adaptation. The Singapore market is saturated, leading to a low volume of quality accounts per rep. And Accounts not fairly allocated. The expectation for Account Executives is to handle "everything" and be "accountable for everything," severely hindering their ability to focus on core selling activities.