![]() ![]() We're talking like 4/7 people in leadership positions and probably 8 SDRs in about six months. There's a ton of general unhappiness, low morale, and GREAT people leaving. Question: What's the churn like in the SDR organization?Īnswer: It's bad. ![]() My answers are from my experience, but I encourage you to ask these yourself, and listen for a different narrative. I'm going to list some questions you should ask in your interview. I had a terrible experience here, but by all means, don't take my word for it. That transparency goes a long way to feeling job security, understanding leadership decisions, and believing in the company's strategy. Through bi-weekly town halls, there is always clear communication of our financial position, and market challenges and opportunities. There are crunch periods, but there is not a crunch culture - I've never had the impression from managers or peers that a deadline is more important than capping my day at 10 hours. The company culture continues to encourage a healthy work/life balance, meaning no shame for using unlimited time off, no shame for mental health days, and understanding work-from-home challenges. Ownership for a company and customer impacting project can be held by only one person, although usually there is more support. There is a lot of trust and responsibility passed down to individual contributors. Managers have weekly meetings with their reportees, which goes a long way to feeling heard. There is always an opportunity to learn and grow through courses offered or seminars being hosted. Pendo's people team and leadership really do make it a pleasure to work for Pendo. ![]()
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