The sales team at HomeStack is a close-knit group, but unfortunately it suffers from poor leadership and a lack of professionalism. My experience there was one of the most unprofessional I’ve ever encountered. Topics like politics and religion were routinely brought up during team meetings, creating an uncomfortable environment.
I was subjected to bullying, including being cussed out and told I was “terrible at my job” within two months of joining the company. To illustrate, just one month into my employment — and during my training period — I was told right before Christmas that if I didn’t start meeting my numbers in the new year, I would need to explain to my family and future employers why I had only worked there for a month.
The interview process painted a very different picture, with promises of earning six figures OTE through bonuses and monthly goals. In reality, many of these goals are out of a rep’s control. One of the key performance indicators (KPIs) involves the closing process, yet sales reps are not part of that process. The only metric within your control is the number of demos completed, but even those expectations are based on outdated data from a more favorable market, making them unrealistic today.
Taking time off also comes with penalties. KPIs are calculated on the assumption of a 20-working-day month, so using PTO you’ve earned makes it nearly impossible to hit your numbers. If you fall short, you risk being placed on probation, even when your time off was approved. While it’s normal for sales roles to be numbers-driven, this rigid approach shows little understanding of basic workforce dynamics.
Leadership often relied on blame and fear rather than accountability. Weekly meetings frequently involved public criticism, while management avoided responsibility for their own performance. For example, reps were expected to achieve KPIs tied to a 20% close rate, but leadership’s own close rate on booked demos was less than 10%. Despite this, the consequences of underperformance always fell squarely on the reps.
Micromanagement was excessive, with hours wasted in unscheduled and unproductive meetings. Discussions often veered into inappropriate territory such as politics and religion, further undermining professionalism. At the same time, while reps were pressured to increase their call volume, leadership often averaged very low call numbers themselves and pushed critical activity to the end of the month.
For anyone considering a sales role at HomeStack, I strongly advise caution. This environment prioritizes fear over leadership, offers little support, and fosters an unprofessional workplace culture.
