New CTO Ruined Everything - Avis employé Employé (anonyme) Engine

2,0
9 août 2023
Employé (anonyme)
Recommande
Approbation du PDG
Perspective commerciale

Avantages

HE was the best job I've ever had. I loved the company, loved my coworkers, and the management was excellent. The work-life balance was good, and it felt like my work mattered in helping the company succeed.

Inconvénients

They hired a new CTO and he ruined everything. He restructured engineering and created massive layoffs cutting entire departments. Not just once, but they've had multiple cycles of layoffs, and from what I hear, still more to come. I have many friends still working at HE and I will say company culture and morale are at an ALL TIME LOW. Everyone is afraid they'll be laid off at any time. Nobody feels valued anymore. I also keep hearing the CTO uses lots of "sports" analogies which is silly and I know annoys some people. We were hitting our financial and booking goals every single week making crazy money. HE was doing SO well. I expected a very long, successful career there, but I guess in the end the company only cares about cutting costs and not its employees. I suggest everyone keeps their resume updated as they are expendable.

Découvrez plus d’avis sur Engine

5,0
19 mai 2026
Employé (anonyme)
Recommande
Approbation du PDG
Perspective commerciale

Avantages

Rocket Ship Company Competitive Salary Stock Options that are worth something Great teammates Not much bureaucracy or red tape

Inconvénients

It is a difficult job and you have to work hard There is turnover with people who think they are ready for this company but are not

1,0
11 mai 2026
Recommande
Approbation du PDG
Perspective commerciale

Avantages

Competitive base salary with commission potential when goals are met. Benefits were solid overall, and the office itself was nice. Weekly catered lunches were also a nice perk, and there were some good coworkers on the team.

Inconvénients

Despite sometimes being positioned as hybrid, the role was fully in-office. The training program (“STP”) felt more fear-based than developmental, with constant pressure and the feeling that your job could be taken away at any point if expectations were not followed exactly. Quotas initially appeared manageable but ramped up very quickly. The structure also made it difficult to recover from a bad month because performance was tied to both monthly bookings and monthly revenue, with revenue goals heavily dependent on deals closed in previous months. Falling behind once often created a snowball effect that was nearly impossible to overcome. Lead quality and distribution were another challenge, as many leads were heavily overcalled. This made prospecting increasingly difficult and reduced the effectiveness of outreach. The office culture often felt immature and overly “bro culture” driven. Expectations changed frequently and were not always clearly communicated. There was also an expectation to work beyond normal hours, especially during training, which contributed to burnout early on. Additionally, there did not seem to be a real focus on employee development or real improvement plans. If performance slipped, employees were often simply let go rather than meaningfully coached through improvement.

5
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