Vantaggi
My experience at clarion is positive because it provided valuable learning opportunities, exposure to professional practices and a collaborative work enviornment.
Svantaggi
I had a very positive experience at clarion and did not face any significant dislikes during my time here.
Vantaggi
All good everything is good
Svantaggi
None no cons of this job
Vantaggi
Decent customer and software developer tenure. Strong all-company employee communications and efforts to keep remote employees engaged. Good engine for hiring software development talent in India.
Svantaggi
This is based on US employee experience only. For potential Clarion employees based in the US, if you're skeptical at all about how it would be to work with a foreign-based company, trust your instincts. All US-based employees hired in 2024 have either left the company or in the process of finding a new job. Management will bypass all your experience and tell you they know the US better than you, though 90% have never stepped a foot in the US. Management have put all their weight behind a lead gen platform called Apollo and they are attempting to use it as a CRM resulting in multiple manual processes. Some top management doesn't even know how to use it. Everything moves at a snails pace. If you request something on a Monday, you are likely to get it the following week at the earliest. They don't market in the US or try to build up US social media audiences. All marketing efforts are to get new software developers. They built up the company on US-based SMB clients by using Google SEO. This worked for them their first 15 years, but they haven't adapted to Google's changes and they're not bringing in SMB clients at the previous pace. US-based employees are responsible for the Mid-Enterprise market, but you will get zero support from anyone in the company to modify our approach and messaging to penetrate the mid-market. Even top management will say that it's 100% on the employees to market and find their own leads. They are overly reliant on your connections. Highest-level management in the US is not from the US and has never opened the US as a new territory for a company. He does not understand his role and most of us US employees don't even know what he does all day. He is not capable of helping his team as he himself has not made a mid-enterprise sale for the company, nor will he engage with partners. Critical emails can be sent and followed up on, but it will take weeks for him to respond. There is no US sales plan. At first I thought that was fine - my plan is my plan. That's not the case and they won't accept your plan because it doesn't look like the India plan. Management will take your ideas and present them upward as their own. But there's a mole in the group and it gets back to us every time. Very dysfunctional. The software team is not as talented as our marketing states. So in the end, you can sell the software services, but you'll end up with unhappy clients. The most talented developer is actually in the US, but all leadership in India will do everything they can to sabotage him. Again - a dysfunctional company. They hired a consultant from the Europe to consult on sales channels in the US but would not include the US-based employees in the discussions or share the information. But the big thing here - - a European-based consultant on US channels. Who does that? The executive team met on how to grow mid-enterprise business but never shared their findings or discussions with the US team, but were quick to point fingers at the US team.