Rokt reviews

1) Weak executive leadership and no real accountability. Decision-making is extremely top-down. The CEO makes all the calls, and the board/executive team act as yes-men rather than challenging or pressure-testing decisions. There is a real fear culture at the top, which means no one pushes back even when things are clearly going wrong. A good example is the mass hiring of hundreds of junior employees without a clear plan or actual business need — a decision that predictably backfired and could have been avoided if anyone had been willing to ask basic questions like why are we hiring so many people and what are they going to do? 2) Boys’ club culture and questionable promotions. There is a strong inner circle around the CEO, and his friends and allies are repeatedly promoted into senior roles with outsized titles and compensation, regardless of whether they add real value. Senior leadership roles feel handed out based on loyalty rather than capability. Some C-suite positions are held by people with little to no relevant professional background, which is hard to take seriously and undermines confidence in leadership. 3) Fear-based management in the commercial organisation. The GTM/sales org operates in constant fear of senior leadership. Sales teams are routinely disadvantaged by sudden changes to comp plans and bonus structures, often after the fact, which destroys trust and morale. Targets and incentives feel arbitrary and constantly moving. 4) Sink-or-swim culture with no support. New hires are given very little direction, onboarding, or clarity on expectations. You’re expected to magically know how to add value from day one, and if you don’t ramp yourself up immediately — without guidance — you’re blamed for it. There is minimal coaching, documentation, or investment in helping people succeed.

Changes happen quickly during busy periods.