Great pay and teammates, but it's a tough job - Recensione dipendente - Dipendente anonimo presso Engine

Very generous pay package with stock options and 401k. Time-off for births, very nice health care as well. Great team to be around, everyone very driven and intelligent. ELT and CEO are pretty decent. CEO is a surprisingly good dancer too! Company is growing well. Interesting new products out recently, more on the way. The really special people here are the bottom 75%, and I don't mean that as a shot to the other 25% at all. But some of these people at the company work so hard and do so much and I don't think they get enough praise or notoriety. So many amazing people here, truly.

Decision making feels lopsided heavily favoring specific departments and roles. Needs to be more democratic in my opinion. Too top heavy. Also feels like you have to work more than necessary just to "keep up" with others so you don't look like a scrub. Very competitive in nature and I have never enjoyed competition all that much.

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.

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.