- When I started, leadership was more engaged in BDR training sessions, workshops, and other team building activities. We had some management changes and though the company has good intentions with growth, the work environment doesn't seem as personable, tight-knit and welcoming anymore.
- In addition to the above point, workshops, enablement, etc with the whole BDR team has dwindled to almost nonexistent, and when we do have one it's very sudden and disorganzied.
- You have unlimited PTO, but not quota relief. So it's really hard to take any PTO if you find yourself in a slow quarter.
- There's not a great promotion path or many areas of growth from a BDR into non-traditional next roles (ex: If you don't want to go from BDR to an AE, not much help for your career here).
- Lots of unspoken corporate culture politics that can affect your growth and performance.
- Management tiptoes around important topics like commission/pay, coaching plans, PIP. Minimal transparency & resources in these areas.
- Too many internal meetings that "could have been an email".
- Low quality leads from marketing
- Focus on quantity over quality when it comes to metrics
- Work/Life balance- any successful BDRs at Origami are prospecting outside of work hours, because if you don't you won't do well.
