My experience as a BDR in Dublin has been chaotic, and the frustrations I share here are echoed by the entire team.
For over a year, there was no sales enablement team in place. New BDRs were left without proper guidance, with their only training being an online module that takes about a week to complete, and the manager lacked both the time and the skills to provide the team with structured and effective training or coaching. Unfortunately, this limited onboarding left us ill-prepared for the demands of the role.
The sales teams distrust BDRs on principle and often withhold information. BDRs are given low chances to demonstrate their capabilities, as trust is not granted until they have proven themselves. This dynamic sets the wrong foundation for collaboration, as trust should be the starting point, not something earned under suspicion. This toxic dynamic comes from the high turnover rate among Dublin’s BDR teams, which is fueled by inconsistent directives from upper management that shift monthly, coupled with the annual churn of Dublin’s management. BDRs operate in an environment that not only fails to foster performance but actively drives them out.
Unrealistic sales targets are imposed by top management, who remain rigid in their expectations. Half the team was terminated during their probationary period.
Due to this toxic culture, the BDR team in Dublin has seen its entire workforce replaced twice within 2.5 years, leading to three completely new and different teams. Over the past three years, there have also been four different managers. The manager in place at the time I arrived resigned 5 months later. We have reasons to believe that he was kindly asked to leave by top management as well. From a team of 12 BDR at the time of my onboarding, there is no one left 8 months later.
Rules governing prospecting territories and sectors, known as “sales rules of engagement,” are frequently ignored or bypassed. Unofficial rules - which are revised almost monthly - are applied, creating confusion and making it increasingly difficult for BDRs to perform effectively.
Top management seems determined to minimize BDR compensation. Opportunities generated by BDRs are often invalidated based on vague, arbitrary criteria, with new rules conveniently introduced to deny credit for the work done. And if they can't find anything, you should expect delays in the payment of your compensation.
Data manipulation is a common practice. Management distorts figures to support their narrative and does not hesitate to share inaccurate data to reinforce their claims. When confronted with evidence of false data, no corrections are made. The response is often that “the story matters more than the data”, even when the accurate data tells an entirely different story.
Sidetrade has lied about OTEs and intentionally withheld critical details regarding compensation for validated opportunities. A first-year BDR, on probation for half the year, has virtually no chance of achieving 100% of their objectives. Unlike other tech companies in Dublin, which typically guarantee full OTEs during probation or at least for the first three months, Sidetrade simply lowers targets during probation. As a result, a first-year BDR who meets all their targets will earn only about half their promised OTEs. In the second year, this rises to 90%, which is still far below what was promised during recruitment and in employment contracts.
Unsurprisingly, general mood among the team wass abysmally low. Most team members were actively seeking employment elsewhere—either because they were on the verge of being dismissed or because they could no longer tolerate the company’s toxic culture.
In conclusion: Avoid this company at all costs!
