Pros
The good is mostly around how the product can spark very interesting conversations with clients and potential clients. The product TN brings to the market is designed to solve for a lot of critical challenges that clients have. All to say, talent intelligence itself is a very interesting and ever-evolving space to work in, always something new to learn, etc Work life balance here is fine, can put it in the pro category.
Cons
Hard to know where to start, here. Multiple times we told clients new functionality was coming on a specific date and then did not deliver, was often late, and many times just cancelled entirely. Just too much overpromising leads to clients mistrust. The product is light years behind some competitors and the exec team only focuses on playing catch up, not fixing obvious glaring issues with the current solution as is. Sales leadership has too many members who excelled at being individual contributers, and were seemingly promoted because of this. They put people in positions of sales/engagement leadership who do not understand some very critical elements of leadership and how people deserve to be treated. They seem to be doing next to nothing to develop sales leaders. Some of the most outright disrespectful things I've experienced in my career occurred here that would not fly at a company with better standards in place. This is not true for all the sales leaders but definitely multiple. Multiple layoffs, company is no longer run by Gartner...it's owned by private equity, Layoffs are frequent. They slash out high earners who earned their wage and then backfill with entry level workers they can pay less to do the same work. Working here means everyone is always on edge about being let go and it just creates so much fear that I could not recommend this company to anyone. Side note: One time the new CEO scheduled time with a team of 6 or 7 of us, supposedly to get to know them, and after everyone briefly introduced themselves, she talked for the last 90% of the meeting. She didn't get to "know" anyone, just talked from a soapbox. She also spends all company wide meetings talking in circles clearly going over the slotted time, then rushes everyone who is slated to talk after her, as if they had nothing important. (And the end of meetings is when they give out recognition so yikes for this optic). When you tell someone to speed run through their recognition pieces every single week because you talked for too long, you're showing what's important to you. Let other voices in. Kudos for some of these leaders for still taking as much time as possible, you can tell some of them really wanted to give recognition. It was easy to tell from our company wide meetings that the business was losing customers and not hitting revenue goals. But you're giving people much higher workloads, cutting salaries, laying off people, all while buying other companies? Bold strat, see if it pays off?
