Lack of structure and alignment severely limited effectiveness - Growth Manager Sage Employee Review

1.0
24 Jan 2026
Recommend
CEO approval
Business outlook

Pros

Strong brand recognition in the market and talented individuals across the broader organization. Opportunity to work with complex customers and understand growth challenges at scale. The role itself had potential to drive impact if supported by clearer strategy and tooling.

Cons

The growth organization lacked fundamental structure and clear objectives. There was no consistent guidance on priorities or success criteria, and teams largely operated in silos. Products did not integrate well with core systems, making it difficult to execute or measure outcomes effectively. There were no reliable metrics or data sources to track performance, and on multiple occasions leadership reporting was expected without factual data to support it, which undermined trust and accountability.

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Sage Response
4mo
We appreciate you taking the time to share your feedback. Your comments have been noted, and we hope you were able to share the details of your concerns during your exit interview to support our continuous improvement efforts across the business. We wish you every success in your future career.

Explore other reviews about Sage

5.0
5 Jun 2026
Recommend
CEO approval
Business outlook

Pros

They will work with you and teach you everything you need to know and help you as long as you help yourself and meet kpi but they help you meet it

Cons

No cons to add at this time

2.0
8 Jun 2026
Recommend
CEO approval
Business outlook

Pros

was hired as remote and get to have that honored, but have been openly told no career progression because of remote status. decent pay

Cons

Leadership instability: Seven manager changes during my relatively short tenure. Unrealistic targets: A sales quota set at 1,100% growth (not a typo). Slow product development: Getting anything actioned on the product side takes far too long. Product management turnover: Three product manager changes, resulting in no meaningful deliverables in over three years. Misaligned hiring priorities: Greater emphasis on DEI optics than on hiring people positioned to drive growth. Internal vs. customer focus: More energy spent on internal events than on product enhancements. Lack of accountability (the biggest issue): No one takes ownership. Responsibility gets passed around constantly — for example, client cancellations going unprocessed because they impact someone's numbers. Managers have openly encouraged pushing the work onto someone else rather than handling it.

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