SAPinsider Reviews

Where to start? Countless years in corporate America, and I have never worked inside an organization this dysfunctional. The 1.6 Glassdoor rating and 15% CEO approval rate are not from “scorned employees”, they are a documented pattern, and I lived it firsthand. Meetings over selling. My calendar was routinely ambushed with Microsoft Teams invites at 4 and 5 AM. Calendar drops with a 5-minute window to join. Days were consumed by back-to-back meetings that were frequently delayed or cancelled entirely, while actual selling time evaporated. Leadership’s response? More meetings. The CEO’s management style. The CEO pulled employees into private meetings and use this exact framing: “You know what happens to tenants who don’t pay rent? I’m your landlord, they get evicted!” That is not a metaphor for accountability. That is intimidation used as a management tool. A telling window into how leadership views the people working for them. Not as professionals, but as occupants who can be evicted at will. A Marketing team that didn’t last four months. The CMO and Marketing and PR Directors team were hired and fired within four and nine months. In the interim, the sales team was handed collateral that was inconsistent, constantly changing, and actively confusing to clients. No stable messaging, no unified positioning, just a revolving set of materials that undermined our credibility in front of enterprise buyers. Given all of this, I began building my own presentations using AI tools and pulling directly from their own source materials to create something coherent enough to put in front of clients. That initiative grounded entirely in the company’s own data and messaging was met with pushback and criticism from the CEO and leadership rather than any acknowledgment that the root problem was the absence of functional marketing support. The editorial department wasn’t spared either. The dysfunction was not limited to sales and marketing. Colleagues in the editorial department were either fired or chose to leave on their own, driven out by the same relentless, unnecessary seesaw of changes that defined every corner of this organization. No department was stable. No team was given the consistency needed to do their jobs well. Pipeline manipulation. Management instructed the sales team to add every single product as a separate opportunity in the CRM, regardless of fit or qualification. This artificially inflated forecast numbers and created a completely deceptive pipeline. When you spend decades building your integrity in front of customers, being asked to manufacture numbers is not something you just accept. A broken CRM with no one to fix it. The Salesforce environment was effectively non-functional, and the reason was straightforward: the Salesforce administrator was not paid, which meant we had no administrative support. The constant account changes being made could not be properly executed or converted, leaving the system unable to provide accurate account ownership, pipeline visibility, or forecasting. Leadership then piled on a layer of redundant manual reporting to compensate, duplicating work already attempted in Salesforce rather than addressing the actual problem. The result was a sales team flying blind, with no reliable data, no clean account control, and no confidence in any number coming out of the system. The revolving door is real. Management conducts layoffs every July, then rehires many of the same people six months later. I had colleagues tell me directly that they had been hired and fired by this company three times. Livelihoods treated like a test-and-discard experiment. If you are anyone weighing an offer here, especially in sales: the red flags you’ve heard about are real. The 1.6 rating and 15% CEO approval don’t lie. Protect your pipeline, your reputation, and your time. The clients surely have.