Salary & bens
Location
One or two trainers were good
Cons
Company was a directionless shambles, no idea what they wanted or how to get it. Disorganised, confused, bad communication, no support, disinterest, careless attitude, atrocious management.... Diabolical
Sage Response
9y
Thanks for your review. We agree the salaries and benefits are good, the reward team work hard to ensure this is the case. All the trainers I have come across have been awesome and both our London offices are pretty cool.
Our vision and the strategy to get there is clear and is regularly communicated - included in the bi-weekly live broadcasts our CEO, Stephen Kelly does.
As a former colleague, you are aware we are undertaking a period of organisational change to make us stronger, better and more customer focused than ever before. We recognise not everyone will be happy with changes – it’s not easy. Some of the changes we are making will ensure talent management is at the heart of our people processes. Also reward and recognition is important to all of us. We are committed to making improvements to enhance the lives of our colleagues.
If you would like to give us more detailed feedback please contact us at glassdoor@sage.com
was hired as remote and get to have that honored, but have been openly told no career progression because of remote status.
decent pay
Cons
Leadership instability: Seven manager changes during my relatively short tenure.
Unrealistic targets: A sales quota set at 1,100% growth (not a typo).
Slow product development: Getting anything actioned on the product side takes far too long.
Product management turnover: Three product manager changes, resulting in no meaningful deliverables in over three years.
Misaligned hiring priorities: Greater emphasis on DEI optics than on hiring people positioned to drive growth.
Internal vs. customer focus: More energy spent on internal events than on product enhancements.
Lack of accountability (the biggest issue): No one takes ownership.
Responsibility gets passed around constantly — for example, client cancellations going unprocessed because they impact someone's numbers. Managers have openly encouraged pushing the work onto someone else rather than handling it.