App Annie Jobs in London, England

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18 days ago

Senior Deal Desk Analyst EMEA

App Annie London, England

will include: • Deal Desk - acting as a business partner to sales by helping with deal management and execution, ensuring that deal processes… App Annie

15 days ago

Manager, Inside Sales (EMEA)

App Annie London, England

• Develop strategy for scaling and managing the inside sales team • Establish lead generation processes, design and implement a training program… App Annie

30+ days ago

Senior Market Analyst

App Annie London, England

You will: • Produce insightful data analyses to educate mobile and app professionals • Cement App Annie’s reputation as the “go-to” app and… App Annie

30+ days ago

Managing Accountant (EMEA)

App Annie London, England

• Oversee and manage general ledger activity; • Prepare amortization schedules; • Ensure timely and accurate monthly, quarterly and year-end… App Annie

30+ days ago

Business Development Manager

App Annie London, England

• Proactively prospect, qualify, and sign accounts in the Middle Eastern Region with a particular focus on Israel and Turkey • Translate product… App Annie

App Annie Reviews

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App Annie CEO Bertrand Schmitt
Bertrand Schmitt
39 Ratings
  • Helpful (23)

    A toxic and confidence sapping environment

    • Work/Life Balance
    • Culture & Values
    • Career Opportunities
    • Comp & Benefits
    • Senior Management
    Former Employee - Anonymous Employee in London, England (UK)
    Former Employee - Anonymous Employee in London, England (UK)
    Doesn't Recommend
    Neutral Outlook
    Disapproves of CEO

    I worked at App Annie full-time (More than a year)


    Growing industry. Opportunity to build up your contacts. Free snacks and drinks. Good office locations (SF, London, Beijing etc.).


    Make no mistake, this is an incredibly toxic and debilitating work environment - and if you value your sanity, professionalism and career, then this is no place for you. Forget the so-called ‘positive’ reviews on this site which have so obviously been written by the (S)VPs and HR department: this is a company run by a small clique of self-serving individuals whose greed is driving the company towards an IPO or acquisition - and they will do anything to maximize the value of the company and their stake in it until they can cash out and walk away. Employees are often treated with very little respect - and even disdain. It is not uncommon for staff to be cursed at, belittled in front of their peers and threatened if they do not achieve constantly changing targets. The staff turnover across the three main international offices has so far been huge in 2015 - and unless things change, and in particular the overly-aggressive management culture changes, the company will continue to suffer. This is no longer about a tech start-up experiencing growing pains and expanding too quickly: this is about poor management, failing leadership and a basic ‘head in the sand’ attitude to employee development and a conducive working environment. Communication throughout the company is incredibly poor. The management and HR department may have adopted a number of messaging software programs, automatic email update systems and conference software/messaging programs - but this is ultimately an excuse to avoid communicating personally with staff. You will be kept in the dark about almost everything. But it’s all very one way. They will track everything you do: every email you send will be logged, every response you don’t get flagged up, every meeting you set up will be timed and queried, every presentation you give will be measured and every phone call you make will be recorded. This is after all a data company, but the lack of humanity and face to face communication ultimately means that staff are at best regarded as robots, that can and will be replaced quickly and quietly the moment their quota isn’t met. This only serves to perpetuate the culture of fear, mistrust and isolation that runs through the corridors in SF, London and Beijing. This is a company run by a closed clique of paranoid control freaks who want to know everything you do, but don’t want to tell you anything. The standard data products remain market leading and therefore the sales process should be relatively simple and straightforward. However, a lack of consistency around pricing from region to region, coupled with a rigid managerial approach to flexibility in terms of what data can be delivered and when, payment terms, trial periods and data sets only conspires to complicate too many deals for potential customers and in turn the sales and account management teams. Certainly in terms of larger subscription packages, it essentially becomes a mad scramble between increasingly desperate competing regions to close the deal and hit their sky-high targets. The management don’t care - they just want the dollars, therefore they see it as a good thing to have different staff competing for the same deal. In reality, this approach only exacerbates the culture of mistrust and miscommunication that is endemic throughout the organization. In addition, an uncompromising resistance to accept that some customers will churn is naive in the extreme. However good a product is, some customers will not wish to be tied into a lengthy 12-month, payment up front subscription and if they do not re-new (due to a lack of budget or cash-flow issues for example) then this is regarded by the management as the fault of the sales rep or account manager - and they will be chastised for losing this revenue. The company has invested heavily in its new ‘usage’ and ‘audience’ products in the hope that these will will help perpetuate the stellar year-on-year growth that the company achieved in 2013 and 2014. However, it is somewhat myopic to not see that these products clearly don’t suit the annual subscription model as the data doesn’t necessarily change with the same frequency as downloads and revenue. There are also potentially huge concerns regarding the accuracy of these products. The recent acquisition of Mobidia would suggest a lack of confidence in App Annie's own VPN defender app through which it collects user data to sell premium priced ‘usage’ and ‘behavioral’ subscription packages, and although the acquisition now sets the firm well ahead of its competitors in terms of headcount, global reach and products - the company will clearly need to re-think its product and pricing strategy to protect it from the numerous, more flexible and competitively priced products from the growing number of start-ups pushing for a piece of the big data pie. App Annie may have recently closed a further $55m in D round funding, but unless a large portion of its existing customer base is coerced into purchasing the new ‘usage’ and ‘audience’ data products, growth will slow, revenues will begin to stagnate and investors may get twitchy. This in turn is likely to make the management more even nervous and aggressive, leaving management/employee relations and general staff welfare in an even sorrier state.

    Advice to Management

    This could be a great place to work. The company is in an exciting space and there is a lot of potential - but the top-end management and in particular the attitude towards ‘regular’ staff needs to change. Right now, the attitude among the senior management is that people are easily replaceable and as a result they are only too ready to throw you under the bus to save themselves instead of accepting responsibility and taking control. This change can only come from the top - and the company is crying out for some experienced ‘people’ managers in key positions globally to help end this sorry hire n fire cycle. Start valuing your staff: train them and support them and help them grow and grow your business. Start talking to your employees - and not through surveys and formal HR-lead activities. Be consistent across the business and stop treating employees like they were disposable. The sheer number of negative reviews on this site should be enough of a wake-up call to realize that things aren’t getting any better and something needs to be done.

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