YOY layoffs, poor leadership, and a culture that treats people as disposable. XYZ is not people-first. - Avis employé Employé (anonyme) XYZ Reality

They have an incredible product that even though it sounds buzz-wordy, it sells itself.

Hard to reach accounts, fortune 10, FANG companies are the ICP.

The technology itself is impressive — truly engineering-grade AR that sets a new standard for accuracy in construction. The vision and product potential are strong, and when implemented correctly, it can deliver significant value to clients in data center construction.

Sales at XYZ Reality is run by the marketing organization, which creates major challenges for experienced sales professionals. The culture emphasizes presentation “perfection” over real-world relationship building and adaptability. Sales representatives are expected to follow scripted slide decks exactly, leaving little room for individual style or adjusting to customer dynamics — a major drawback for anyone with authentic enterprise sales experience. The majority of opportunities are tightly controlled by a few individuals, leaving minimal territory or account access for new hires. The company’s focus is extremely narrow, targeting mainly data center owners and a couple of general contractors. Unless you can independently develop a new vertical (with little internal support), success can be difficult. For sales professionals, the commission structure is also notably low. The average payout is around 3%, and reaching the top commission tier (8%) requires generating roughly $6.3 million in revenue — a threshold achieved by only one person in seven years. To make matters harder, the product is the most expensive solution in the market — more than double the cost of competitors — making it an exceptionally difficult sell, even for seasoned professionals. For American candidates, be aware that U.S. hires are typically brought on through a third-party employer, which makes job security much lower than for European employees. Once you’ve helped bring in a few key accounts, your role can be reassigned or eliminated quickly. It’s much easier for the company to part ways with U.S. staff under “at-will” employment laws, so proceed with caution. During interviews, leadership may highlight how one individual brought in an opportunity within three months of joining as a Director of Mission Critical Solutions. What they won’t tell you is that this has only happened once — in the company’s history. It’s presented as the standard expectation, but it’s the rare exception. Compounding these challenges, there have been multiple rounds of layoffs (2024 and two times in 2025), including the firing of the CRO (should have happened a long time ago), one the top-performing SDR, and most recently, the company’s second-highest-performing salesperson left after 3.5 years. These changes highlight continued instability and leadership misalignment between marketing and sales.