Tanium reviews

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.

Their company culture, particularly on the technical side, is very white and mostly male. Though the CEO has openly talked about not wanting a "mono-culture" they definitely have it. For example, as of when I left, there were only 3 female engineers and a handful of engineers from various parts of Asia. Given their presence on the east coast and around the D.C. area, it was surprising that there weren't more African-American hires. There is no "Silicon Valley" excuse here, they hire across the nation and allow remote work. Their TAM organization is also 'bro-culture', being almost entirely white males who do lots of self-congratulatory back-slapping. Before I left, they were becoming aware of the imbalance, so maybe there is hope that they will course-correct. They strongly depend on referrals to get new hires - which leads to more people similar to the ones they already have. It is understandable to want to hire only really talented people, but I think they overlook people with the potential to be really talented with a little shaping from management. In general though, management was too overloaded to invest in these types of hires - due to being a flat organizational structure. I can't speak for people outside the technical depts, but there was definitely an issue with work/life balance for some employees. Management gave lip-service to everyone being adults and managing their own time wisely, but they rewarded those who worked excessive and ridiculous hours while management worked excessive hours themselves. If you choose to work here, be sure to have good boundaries about your time and set those expectations upfront.