Recent leadership transitions have had a significant negative impact. Morale is low, turnover is high, and HR has not addressed concerns raised by staff. Layoffs, resignations, and restructuring have created instability throughout the organization. Sales goals have been set beyond what the current market can realistically support. Targets have been adjusted downward mid-year more than once, but pressure on employees has continued to increase rather than leadership properly addressing strategy or resources. The commission plan was also revised in 2025. Payments shifted from monthly to quarterly, and commissions are now tied entirely to product ship dates, which can be extremely delayed. As a result, employees wait much longer to be paid on closed business. This has created additional frustration and financial stress. Day-to-day management style has leaned heavily on micromanagement. Experienced employees often feel their expertise is undervalued, and input is regularly dismissed rather than discussed. Meetings are typically one-sided, with little room for collaboration. A new product was also introduced before being fully tested, with limited guidance or support for the sales team. This has negatively affected pipeline development and left staff covering multiple territories without adequate resources.
Overall, the company has shifted from being a thriving, collaborative place to one marked by instability and a culture where employees feel disengaged. Without significant changes at the top, the outlook remains uncertain.
