Pros
Customer Support is top notch, fun atmosphere (ping pong, parties, etc.), Coffee Machine is amazing. It was a software that I truly enjoyed selling, and could feel good about the impact made on my customers and their organizations. Customers were put above all else, and the level of customer service Micro Focus provided was a source of tremendous pride for me. The majority of Micro Focus employees are very friendly.
Cons
It is difficult to write in this section, because I have so much respect for a lot of individuals at Micro Focus, but I want to provide honest opinions. I want people who are looking into the organization to have a clear view as to how things stand now: The appreciation of current employees is non-existent and recruiters trap college grads, with, in most cases, false high expectations. It is very difficult for new sales reps to ramp up. This is evident in significantly high turnover of the sales team. The sales organization structure provides incentive for managers to cherry pick the best leads (which is extremely de-motivating), these managers are then put on a pedestal as "top sales performers" even though they are managers?. This creates an environment where growth becomes very difficult and the morale among reps suffers. Professional development within sales was not a priority, and at this point in time there is very little ability for career advancement (ie. lack of sales/company growth, and people being promoted to management just because they have been there a long time, even though some lack legitimate managerial skills). The wrong metrics are heavily focused on (ie. # of calls, talk time, etc.) largely because there is no one willing/able to provide constructive feedback regarding the real skills of effectively presenting, and then winning deals in a complex sales environment. The Marketing department as it stands now is largely ineffective. Sales teams largely are creating their own marketing materials due to lack of trust that Marketing actually knows why customers buy the product.
