What is the hiring process like at Iterable?

Not too many anymore unfortunately

Benefits getting reduced every quarter Leadership has no backbone, and at this point are only focused on getting to some sort of exit event (3 years behind on this by the way) Product team has been directed to chase shiny things (AI) without actually fixing the core issues around scalability/reporting/experimentation that have persisted for years New leadership on CS side that joined last year was operating on some... suspect information and intentionally drove some of the strongest members away There is constant power plays between the CMO, CEO, COO, and other leaders without having the company's actual best interests in mind Post-Sales team used to be one of strongest attributes, but headcount is being reduced with no plan to replace the members driven out Clients are leaving in droves, and many are in the process of creating their own solution/going with a competitive solution so won't be felt until later this year Product has fallen behind other solutions, including the legacy players that have improved over time while Iterable continues to copy whatever the big B is doing Repeated HR-complaint level events towards senior leadership that are swept under the rug Internal documentation is incredibly sloppy, and many members of the engineering team have left creating immense internal technical knowledge gaps that lead to platform issues Product is not built to be scalable, have lost clients/opportunities due to the inability to deal with very large data sets over time (bloat)

benefits (before they started taking them away), there's some good people

Leadership is comically blind that they are leading this company into the ground. They are consistently doing layoffs and reorgs but not addressing the departments that drive new revenue and blame churn on all the wrong people

- Benefits used to be good but have been cut one after another lowering total compensation for employees - Colleagues (not leadership) are great, smart and fun people - Pay was good before the company took a downfall and noone hit targets for variable payouts

- Executive leadership is a joke, making bad decision after bad decision. It's crazy how the people at the top are still in charge when they're responsible for over 4 layoffs. In order for this company to survive, there needs to be a new executive team who can make logical decisions. The definition of insanity is doing the same thing over again and expecting different results. But, this is what the current executive leadership team does. They hire and fire executive leaders but don't solve the root problem. - CEO is a veneer CEO who lives in the background. COO runs the company, but inefficiently and driving it to the ground. COO also acts as culture leader and shows two faces. When he's not in front of the company on an all hands, he's erratic, doesn't know what to do, makes bad decisions, and leaves it up to others to figure it out resulting in him not agreeing and causing executive-to-executive conflict, - Revenue instability - Iterable can't maintain consistent revenue and goes through wild swings resulting in multiple layoffs. It's now a skeleton company just trying to make ends meet. The product is good, but executive leadership seems inexperienced at driving stability and doesn't take ownership over missed revenue targets. Instead, they blame others and hire/fire to try to solve the issue. - Culture has gown downhill. It used to be fun to work at Iterable. The company grew over the past year but has recently hit headwinds. With the headwinds, the culture has been cut to survival mode. Good people left, good people are looking to leave, and good people are coasting until they find something else.

There's a real pocket of smart, genuinely good professionals here, especially in the middle ranks - and for a while that was enough to make the job feel worthwhile. Cross-functional collaboration, particularly with pre-sales, was something you could actually rely on and enjoy. And the company used to have a real ethos - not just words on a wall, but something that actually shaped how people showed up and treated each other.

The company values are gone. Whatever values once held this place together have quietly disappeared, and what's replaced them is a toxic, exhausting environment where most people are running on fumes. Sales reps were set up to fail, consistently. Leadership pushed aggressive targets and made sweeping promises to clients without ever stopping to ask whether the implementation team could actually deliver. So you'd close a deal, bring on an excited new client, and then watch the energy drain out of the room the moment they met the implementation team - overworked, under-resourced people who had to be the ones to say "actually, we can't do that." And then leadership would genuinely seem confused about why retention was suffering and why reps were missing quota. It was willful blindness, and the cost of it landed entirely on the people doing the real work. When the financials started reflecting all of this, leadership cut headcount. Layoffs became the default response to problems that layoffs were never going to fix, and over time it hollowed the place out. Most of the senior team has turned over completely at this point. The people who actually knew things and who had the institutional knowledge, the client relationships, the context that took years to build - are gone. Middle management is weak. The executive team is essentially starting from scratch. There's a version of this company that could have been something. It's just hard to see it from here.