The VP of Risk Sales who was brought from IBM is extremely self-serving and has no problem uprooting sales at every level to serve his agenda. Same can be said for the Director of business development, who was brought in b/c of her relationship with him. Many of his old IBM henchmen have been brought in to help trim the fat & align with his mentality/agenda. VP of Risk Sales is a numbers guy and his boss is more of a culture/transformational leader so they fill the gaps for each other in that sense.
Performance is always a necessity to progress in sales. But you also have to adhere to the status quo and make people who do little next to nothing in terms of functional leadership feel important. Highly bureaucratic. Plenty of upper leadership who are more than ready to halt your progression if they deem you to be a dissenting voice in a rotating room of yes men. Just as many mid level managers who are afraid to speak up b/c they fear being ostracized within the sales function/with leadership/fellow colleagues. Not above putting you in a state of purgatory as far as career progression to motivate individual contributors to leave.
