50% turn over in the last year - Anonymous employee Veeam Software Employee Review

1.0
9 Dec 2012
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Inside team leads in the Atlanta are good people but are puppets of Sr Management. Great Technology for SMB.

Cons

Many cons since the new VP of sakes took over, close to 50% turnover in the last year. Quota was based on 80% growth and we will probably achieve about 30% of that this year, comission checks are a joke. It is obvious they are trying to get skinny to sell the company, they are not even having a Christmas party this year. I have been here for over a year and I can honestly say 90% of the people in Atlanta are looking for an new job. If you are desperate for a job then apply as people are leaving weekly. The latest postive comments about this company have to be enginners or kids first jobs. Some one mentioned promotions from within, not true. Good luck if join Veeam,, my advice is stay away.

Explore other reviews about Veeam Software

5.0
4 Jun 2026
Recommend
CEO approval
Business outlook

Pros

Great work life balance. Working with some of the smartest people I've ever worked with.

Cons

Growing pains of acquiring more companies.

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Veeam Software Response
2d
Thank you for sharing this! We're really glad to hear you're enjoying the work-life balance and that the caliber of your colleagues has been a standout - that's something we hear often and are proud of. Growth through acquisitions does come with its challenges, and we're working hard to make those transitions as smooth as possible for our teams. We appreciate your patience and continued contributions!
2.0
3 Feb 2026
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Pay is good as well as benefits.

Cons

Poor organizational structure and lack of clarity: Roles, responsibilities, and reporting lines were confusing. This made collaboration and accountability very difficult. Nepotism and favoritism in leadership: Upper management heavily favored hiring and promoting people from their previous companies the "buddy system". Loyalty to personal networks appeared to matter more than competence or performance, which created cliques and made nonconnected employees feel like outsiders. Hypocritical company culture: Leadership frequently talked about "employee matters" values, strong culture, and employee well being, but in practice these were not reflected in actions. Layoffs, heavy workloads after staff reductions, and a focus on looking good on paper undermined any real trust. Frequent layoffs and job insecurity: Multiple rounds of layoffs created constant uncertainty. Remaining employees were expected to absorb significantly more work with fewer resources and little recognition or support. Heavy favoritism toward offshoring and lower cost international employees: Upper management strongly preferred hiring or retaining talent in countries with significantly lower cost of living because their lower salaries made departmental budgets and headcount metrics look better on paper. This resulted in U.S. based employees being disproportionately targeted in layoffs or overlooked for retention/promotion.

7
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