Vanta reviews

Bargaining The ramp is steep, the targets aggressive, and after an influx of new reps dilutes inbound leads, the targets feel unattainable. You push yourself harder, hoping effort alone will make up the gap. Denial You give everything - long hours, endless calls - and once in a while, you come close to target. But it’s never quite enough. When things go well, management takes the credit; when they don’t, the blame lands squarely on you. You double down again, even as toxic patterns begin to surface. Anger Coaching plans and PIPs start circulating. Friends are caught in the churn. Missing quota thresholds by a fraction still counts as failure. No flexibility, no understanding. Frustration turns into resentment. Acceptance Apathy sets in. People stop fighting. Colleagues move on, one by one, and you’re left waiting your turn to be managed out.

I’ll keep this brief, much like your tenure at Vanta is likely to be. Unrealistic targets: Every AE complains about quota at some point. But when only a handful of reps hit annual plan and the majority miss significantly, it’s probably not a rep problem. it’s a target problem. That doesn’t stop the revolving door of reps. “Lean in or you’re out”: Sales leadership leans heavily on toxic positivity. Constructive feedback isn’t welcomed; it’s treated as negativity. If you’re honest enough to raise concerns, you risk being labelled a “detractor.” Pressure reframed as privilege: The message is that pressure is a privilege and success comes from “controlling the controllables.” In reality, that means rigidly following a prescribed playbook. Question the playbook, and you’re quickly routed into the same “detractor” bucket. Shared Success / Solo Failure: Even though AEs carry the main burden with high unrealistic targets when there is success this is jointly celebrated across all functions, naturally failure is not shared.