The biggest issue for me is trust and transparency. My manager often positions herself as being on the team’s side and presents a very friendly, “we’re in this together” approach. However, this makes it more difficult when key decisions and explanations around pay and performance do not feel consistent or clearly communicated.
One example is the delay to bonus targets, which we are told is due to an administrative error. From my perspective, and that of many colleagues, the explanation does not fully align with how the process appears to unfold. It feels more like targets are reviewed after Q1 performance and adjusted in a way that makes them significantly harder to achieve, which naturally impacts trust and morale.
The targets themselves feel unusually high compared to the company’s performance trajectory, which leads to further confusion and frustration across the team. Following the delay to the targets, our manager promises us pizza as a gesture of goodwill, but this is never delivered.
There is also frequent involvement from other senior functions in sales operations. The Marketing Director, in particular, is regularly involved in the management of the sales team and decision-making despite not being part of the sales leadership structure. Her approach has been seen as condescending and rude and dismissive by the majority. This often creates confusion and adds pressure rather than clarity or support.
I also find it difficult to understand the scope and impact of certain senior leadership roles, including the Chief of Staff. Many employees struggle to see clear visibility around what the role contributes day-to-day or how it translates into measurable outcomes for the business.
Another aspect of the culture is the weekly “kudos” recognition system. In practice, it often feels as though recognition tends to go to a small group of highly agreeable “yes people,” rather than being consistently based on broader performance or impact. This creates a perception among some employees that visibility and alignment matter more than results.
The wider company culture also feels heavily centred around alcohol, with many social and networking events built around drinking. For employees who do not drink for religious reasons, there appears to be limited effort to provide inclusive alternatives, which can make participation in informal networking more difficult.
