Pros
-Cloud-first vision for physical security is directionally correct, and the platform is well positioned for long-term enterprise adoption. -The product portfolio is modern, differentiated, and compelling once trust is established within large organizations. -There are talented, thoughtful people across Product, Sales, and Engineering who genuinely understand how global enterprises operate.
Cons
-Momentum repeatedly stalls due to high turnover. Frequent attrition across Sales, Sales Engineering, and leadership causes global accounts to reset repeatedly. When people leave or are terminated, progress stalls, relationships cool, and trust must be rebuilt—often multiple times within the same account. -Inherited accounts suffer from poor data quality. Many global accounts are filled with incomplete, outdated, or inaccurate CRM data. Prior ownership often lacked proper documentation, making it difficult to understand historical context, past objections, or previous engagement strategy. New reps are forced to re-discover information rather than build forward. -Prior execution debt impacts current reps. Some accounts reflect years of minimal stewardship, inconsistent outreach, or checkbox selling. New Global AEs inherit this execution debt and are still held accountable for near-term results without adequate time or context to repair relationships. -Portfolio assignment heavily influences outcomes. Leadership acknowledges that without existing revenue-generating global parent accounts, penetrating enterprises that have historically rejected Verkada over the past decade is extremely difficult. However, expectations and evaluation criteria do not always reflect this reality. Try to negotiate current customers during our interview process. -Mid-market sales methodology applied to global motion. Verkada’s sales process works well for transactional and mid-market sales, but global enterprise selling is relationship-based and long-cycle. Applying rigid deal criteria too early obscures real momentum. -Support shifted as scrutiny increased. Early collaboration gradually shifted to reduced involvement once revenue pressure increased, leaving execution, international logistics, and strategy fully on the rep. -Work-life balance is skewed early in the role. Until repeatable revenue is established, the workload is unsustainable. Balance improves significantly only after accounts mature. -Enablement gaps persist. There isn’t any training for global reps - it’s all for mid-market. Reps are expected to sell VerkadaOne aggressively, yet not all Global AEs attend the event themselves. Making VerkadaOne mandatory for new hires would materially improve alignment. -Turnover compounds customer frustration. Customers notice the churn. Frequent rep and SE changes undermine credibility and delay buying decisions.
