Vanta reviews

-PIPs are everywhere. Not as a last resort - as a management tactic. It feels systemic. At any given time, multiple reps are on performance plans. It creates a culture of paranoia where people prioritize survival than selling. -High turnover isn’t a rumour - it’s a feature. Entire cohorts churn through. Territories reset constantly. There’s no stability because people either burn out or get managed out. -Minimal consistent quota hitters. For a company that talks endlessly about “high standards,” the actual percentage of reps sustainably hitting quota is shockingly low. When most of the team misses, that’s not a rep problem - that’s a planning problem. -Narcissistic leadership culture. Leadership feels deeply self-congratulatory. There’s a lot of public chest-beating when things go well, and a lot of subtle blame-shifting when they don’t. Feedback from the floor rarely travels upward. -Gaslighting around targets. When numbers aren’t hit, the narrative is always “execution.” Never territory design. Never comp design. Never market saturation. Always the rep. -Optics over substance. Internal messaging is polished and motivational. The reality is fear-driven and metric-obsessed. -It feels less like a high-performance culture and more like a churn-and-burn sales machine dressed up as excellence.

- not a lot of support when first joined, little good live mentorship, difficult to feel part of team culture remotely - schedule pressure is very stressful; this job takes over evenings and occasional weekends - very high expectations and difficult path to promotion