Pros
CreatorIQ paid me higher than the industry average for my role, which was really nice. However, it wasn't enough (and would never be enough) to make up for the concerning amount of issues.
Cons
Fear based management styles, contradicting company initiatives, employee churn, client churn, lack of functional processes, lack of employee HR resources, toxic employees, management severely closed off to constructive feedback I was placed on a PIP during my last few months prior to leaving. Most of my "unmet expectations" in the PIP happened 3-5 months prior to the PIP, without any sort of feedback or notice of the issues prior. When I mentioned this, my manager tried to gaslight me into thinking I had already been given this feedback. However, my annual review, which occurred less than 3 months prior, was extremely positive and made no mention of the items listed in the PIP. Many of the requirements of the PIP were not requirements of my coworkers in the same position. The PIP was given in a meeting that lasted 5 minutes, without any HR person present, and manager refused to answer questions live on the call - only through email. This PIP came during a very interesting timeline - 2 weeks prior, I made a formal complaint to HR about a senior leader (on a different team) who had been harassing me in the form of hostility and threatening behavior. This employee, who has been there for many years, is well known for being rude and condescending to employees. However, due to fear of repercussions, many remain quiet. My manager told me many times they were fully aware of these issues, and even felt those issues personally, but wanted to stay out of it "to control the controllable". They said, verbatim "I know they're hard to work with, but I'm not their boss, so I can't control it". After months of alerting my manager of these issues, who did absolutely nothing, I went around them to their boss, who immediately helped me. During this entire situation, my boss could not have cared less about how the harassment impacted me, how it impacted the rest of their team, and was only concerned with the optics. When I complained to their boss, my boss messaged me "what is your intent here? this doesn't make us look good". A rule of the PIP was I needed to build $400K in pipeline for Q1 2024. In our next meeting, I presented a deck to my manager of how I was planning on meeting all the PIP requirements, and my progress. I presented that I had already built $600K in pipeline, higher than the requirement. They responded "well, anyone can do that..". This is when I realized that this PIP was not meant to "improve performance", it was meant to push me out. Me meeting the requirements wasn't what my manager wanted - they wanted to punish me for something. They added that requirement to the PIP because they thought I couldn't meet it - when I did, that requirement was no longer important to them. This is where the lightbulb finally went off that it was time to go on my own. The saddest part of all of this is that I was a high performing sales person. With an annual quota of $1.05M, I ended the year at $1.07M, and consistently had a >100% retainment achievement. I achieved this through the messiest company account transitions I had experienced in my career. Although I worked with some of the highest paying clients, my client book changed twice in 1 year, which was super upsetting to the clients. Without any rhyme or reason, accounts would be moved to new teams, which actually severely negatively impacted their revenue performance. Even through those messes, I hit my quota.