Later years at Lucid were a disaster. There was no clear vision from leadership, especially on the go-to-market side. Middle managers lacked awareness, experience, and power to move the needle. Lots of infighting among the directors on the sales, marketing, and customer experience teams.
With the departure of Karl Sun (an excellent leader), Lucid lacked clear leadership. There was an immediate culture shift, for the worse. Culture shifted to interdepartmental finger pointing, blame, and senior leadership gossiping about counterparts to individual contributors. Senior executives had zero awareness of customer needs, market trends, and lacked serious accountability. All failures were blamed on individual contributors—there has been no ownership taken by executives at any level.
Lots of micromanagement on all levels. Lots of performative metrics that weren’t grounded in productivity and results. Insane quotas for call numbers. Executives would step in during sales or renewal process and offer deals that led to individual contributors receiving less pay (ie smaller deal sizes, unnecessary discounts, more churn) while never adjusting individual contributor’s goals.
The pay is way under market value—by at least $40k for most go-to-market roles. If you are in Raleigh or Salt Lake, you could easily make $20k-50k more at any other company.
Lucid touts inclusivity, but it depends on the area of the business you work in. Very performative.
