Did not adapt - Avis employé Sales Clutch

- Strong ownership culture. People are trusted to lead initiatives and make decisions. If you bring ideas, you’ll get support to test and build them. - Collaborative and empathetic environment. Marketing, Product, Revenue, and Ops work closely together to solve real challenges. - Mission-oriented team. There’s shared belief in helping businesses make confident decisions, and that shows up in the way teams approach their work. * I used ChatGPT to clarify my thoughts, not write them for me.

- Fast-moving environment. As the market shifts, especially with AI reshaping search and discovery, priorities have been evolving quickly. - High-performance expectations. It can be challenging, but you’re expected to deliver outcomes, not just activity. - Ambiguity at times. With innovation comes experimentation, which means not every initiative has a perfectly defined playbook from day one. * I used ChatGPT to clarify my thoughts, not write them for me.

The product was very strong and the company was performing well at the time. It also offered great perks, a nice office, and an enjoyable work environment.

The leadership culture appeared to favor loyalty and agreement over open discussion. Senior executives seemed most comfortable surrounded by people who consistently affirmed their views, and challenging ideas—even when intended to improve outcomes—was not always welcomed. In several cases, departures within the Account Management and Sales teams appeared to be influenced less by performance and more by personal alignment or relationships with leadership. Promotions and visibility often seemed tied to what could jokingly be described as a “YES KPI,” where the ability to enthusiastically agree with leadership sometimes felt like the most reliable path to advancement. At moments, the dynamic resembled what some might call a form of kakistocracy, where proximity to power mattered more than constructive debate or merit.