The “enterprise” motion is a joke. Targets are completely unrealistic given the product and the market. ACVs are low, competition is intense, and leadership still pretends this is a real enterprise business. It’s not. It’s an SMB company trying to cosplay enterprise for investors.
If you’re a real enterprise seller, don’t come here. You won’t make the money you think you will. You’ll grind, work long hours, and get little to no recognition. Enterprise exists on paper, not in reality.
Nothing is stable. Territories change all the time, ownership is a mess, and AMs take all the expansion anyway. You don’t control your number, but you’re fully accountable for it. In 2025, only 35% of AEs hit quota in NAMER (all segments included and some people were on ramp). How's that for a successful GTM organization!
The culture is toxic. Very fear-based, very performative. Leadership leaving glowing Glassdoor reviews is honestly embarrassing and laughable. It’s highly cliquey and political — lots of ego, very little real experience. Some leaders are straight up bad managers: condescending, dismissive, and comfortable calling people out publicly on Slack or calls. People don’t speak up because they know it’ll backfire. If you push back, you get labeled as “not a team player.”
There is no real path to promotion. Targets are already unrealistic, and even if you hit them, it’s still not enough. You’ll get vague feedback like “be more cross-functional” with zero clarity. Meanwhile, leaders get promoted without hitting their numbers. It’s political and inconsistent, and performance is not what decides your growth.
