Vantaggi
Talented, hardworking people across sales, eng, who genuinely want the company to succeed. Many employees are mission-driven and willing to go above and beyond under difficult conditions.
Svantaggi
The biggest issue is not sales execution but it’s product direction and technical leadership alignment. Product leadership operates largely insulated from real customer accountability. Must be nice to know so little and hope eng bails you out or field engineers. Roadmaps are vague but sorta don't exist to be honest, frequently shifting, and not grounded in validated federal or mission fed requirements. Engineers are often asked to build toward abstract goals rather than concrete user problems, which leads to churn, rework, and low confidence in what’s being delivered. The head really doenst get it either tbh. A related issue is lack of deep domain experience in product leadership for the company’s primary customer base. No one at the product decision level has firsthand experience in the federal or mission environment! Messed up. So then requirements become speculative and reactive. There is also a noticeable gap in technical leadership depth. Decisions often feel driven by external pressure rather than technical reality, leaving engineers to absorb the downstream consequences. Executive silos make this worse. Product, engineering, do not function as a tight feedback loop. Signals from engineering and customer-facing teams rarely translate into real product changes. Instead, accountability flows downward while decision authority stays centralized. Feel bad for how many people want to bail across the whole company. Despite this, organizational resets repeatedly target our new (again!) GTM teams. From an engineering perspective, this is confusing. You cannot fix unclear product definition or weak differentiation by cycling through sellers. Many engineers and GTM staff leave not because they lack access or effort, but because they don’t believe the product is positioned to win and they are not wrong. On top of that, now financial pressure is openly acknowledged, and leadership has stated that near-term survival depends on closing a very small number of deals. In this space? Recently, leadership has even suggested CEO led selling as a solution. That may create activity, but it does not resolve the underlying product and technical gaps and why would we want him doing it? Makes no sense. Literally zero. The overall effect is burnout. Teams are expected to move fast without stable targets, rebuild repeatedly, and take responsibility for outcomes driven by strategic and leadership decisions they don’t control.