Prior to the takeover, the typical tenure in this role for the market was six to eighteen months. Many employees stayed for several years, reflecting the previous supportive and positive culture. Although pay was at the lower end of the market, the culture was a key reason people remained long-term.
Following the takeover, the company stated culture would be maintained, but in practice it changed rapidly. Long-standing staff left in noticeable numbers, new hires were brought in, and yet sdr roles were made redundant months after. This caused instability, uncertainty, and a loss of trust internally.
Changes to ways of working negatively impacted commission for some staff, and only reverted after the majority of the team raised concerns and had had left the company. This highlighted a lack of understanding of practical realities in the roles.
During this time, a manager behaved aggressively during a Teams call, including shouting, swearing, and accusations of dishonesty. Although it was one meeting, the behaviour happened multiple times and had a lasting impact.
The incident was escalated through HR, but the end outcome reinforced concerns about how behaviour issues were handled in practice. The outcome of the incident didn't reflect the companies new values or previous ones.
While there were still supportive members of management and the product itself remained strong, the overall experience demonstrated a significant gap between stated values and day-to-day reality. The culture no longer felt supportive or sustainable after the private equity firm took over.
