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      Version 1

      Azienda coinvolta

      Recensioni su Version 1

      Some good, some bad. - Recensione dipendente - Dipendente anonimo presso Version 1

      2,0
      2 apr 2025
      Dipendente anonimo
      Consiglia
      Gradimento del CEO
      Pronostico commerciale

      Vantaggi

      People are really nice and lots of very talented people as well. Good place to just work on projects and get paid for it. Work life balance is good, can work remotely mostly.

      Svantaggi

      Totally profit driven which leads to being treated like a number. In some ways the culture is good (people and communities) but it’s mostly a money driven “bums on seats” directive. Not a good place if you want to learn and develop between projects. You’re a margin for them, that’s it. It’s also too big so upper management really don’t care about anything other than numbers and reports. The salary is also not up to industry standard and my guess is it never will be as they hide their salary bands.

      Esplora altre recensioni su Version 1

      5,0
      4 mag 2025
      It senior consultant
      Consiglia
      Gradimento del CEO
      Pronostico commerciale

      Vantaggi

      Great place to work with good work culture and amazing leaders

      Svantaggi

      There are no Cons only Pros

      1,0
      23 ott 2025
      Senior director sales
      Consiglia
      Gradimento del CEO
      Pronostico commerciale

      Vantaggi

      The company has talented individuals in Europe and a solid delivery foundation. • Some strong relationships with Oracle in EMEA. • Opportunity could exist if Version 1 ever gets serious about properly investing in the U.S. market.

      Svantaggi

      No genuine U.S. presence or strategy. The company is almost unknown in North America, yet leadership expects instant growth without brand support, marketing, or resources. • Promises made, not kept. I was recruited with the understanding that I’d lead U.S. Oracle sales and have a team built around me. None of that ever materialized. • Unrealistic quotas and constant changes. Quota doubled midyear with no additional support or territory. • Leadership dysfunction. Roles, accounts, and territories were reassigned arbitrarily — often to overseas reps unfamiliar with the U.S. market. • Poor alignment with Oracle. Leadership rarely engaged with Oracle’s U.S. executives or partners, leading to lost opportunities and credibility issues. • Micromanagement without accountability. Decisions were made from abroad with little understanding of local dynamics or what it takes to win here.

      3
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