UserTesting reviews

Post-Acquisition Shift: Following the private equity acquisition, the company experienced a significant decline. Ineffective Sales Leadership: Sales leadership demonstrated a significant lack of understanding of the platform and exhibited highly unprofessional behavior which fostered a highly toxic environment. Their tendency to blame individuals publicly for external factors, while avoiding personal responsibility, was profoundly unprofessional and damaging to team morale and performance. Leadership Instability: C-Suite and leadership turnover became frequent, leading to a lack of clear strategic direction. Initiatives often changed weekly over a six-month period, hindering progress and assessment of effectiveness. Erosion of Culture: The previously positive and supportive culture shifted to one driven by fear, with employees feeling targeted for minor issues. CEO Visibility: The CEO's presence was largely limited to monthly all-hands meetings.

Classic PE playbook: restructure, rebrand, resell. Being an AE here feels like starring in a sales simulation written by someone who’s never sold before. Unattainable quotas/comp plans, while support, headcount, and qualified pipeline keep vanishing. You’ll get all the pressure with none of the enablement—and when things inevitably go sideways, guess who’s the fall guy? Leadership loves a good “visibility” moment, especially if it involves reworking forecasts until they tell a happier (read: fictional) story. Actual strategy? TBD. Coaching? Optional. But accountability? To the fullest extent. The culture used to be about growth, collaboration, and inclusion. Now it’s more about surviving the next reorg if you're not in the PE firm club. Bonus - If you’re not part of the chosen few, expect to be looped in late and blamed early.