The founders run the show and don't know what to look for in a senior leadership staff. The founders are brilliant but don't take feedback well.
This last year the leadership team started calling themselves the E-staff and estranged the work force. They started making a lot of top down decisions without getting buy-in from their respective teams.
The CRO was a poor hire and doesn't seem to like his own sales team... Moreover, he doesn't seem to realize people need to like him if he wants to retain and motivate his staff. The CRO tries to lead using Salesforce and a monthly webinar and thinks he's smarter than everyone. Despite the CRO's charisma on stage he lacks interpersonal self awareness.
Despite high OTE's in sales there is inconsistent achievement with a low percentage of sellers meeting/exceeding quota i.e. 30-40% vs. industry average (which is a more healthy 50-70%). The top 10% are making a lot of money but that list tends to change year to year.
The company doesn't tend to look at people's talent and ask where they could be most effective, taking a very binary perspective on promotions. Not putting genuine effort into employee engagement and maximizing their #1 asset, their people. Most of the E-staff are cheerleaders and won't stand up to the founders when things could be better.
In the time frame from Q4 2017 - Q1 2018 a lot of the best sales, PM and technical staff left because the E-staff appear to be satisfied living in their bubble and aren't genuinely interested in assuring employees feel good about working at the company.
The TAM team leadership needs to learn inter-department collaboration. The attitude they foster is unprofessional and adds to cultural divides between TAM's and Sales, two groups that should be lock step.
