Over the past few years, it has become apparent that there are some challenges within the organization, particularly within the sales team. In the last year, the company onboarded four experienced sales professionals who contributed significantly to record-breaking growth. However, within a year, three of them had departed. From my perspective, this points to a leadership issue within the team—high-performing salespeople rarely resign just as they begin hitting their stride, especially in a complex sales environment with long ramp-up periods.
Despite the team's success, recognition was noticeably absent. In fact, the broader organization learned of their achievements through a third-party article rather than internal leadership communication. This lack of acknowledgment felt unusual and disheartening.
Shortly after the departure of these team members, the Chief Revenue Officer also resigned. From personal experience on cross-functional calls, I found the tone from sales leadership to be consistently dismissive and negative. Upon reflection, this seems to be a longstanding pattern—sales professionals join with enthusiasm and leave soon after. There has been one constant during these transitions: the current VP of Sales.
I hope the organization takes this as an opportunity to evaluate leadership approaches and better support the talented individuals they bring on board.
