DX's culture shifted from somewhat collaborative to extractive.
The GTM org lacks experienced leadership. The Head of GTM is a top individual contributor but not a people manager. Expect a high-pressure environment focused purely on output.
A sudden change to SDR compensation dramatically increased workload with little warning or clear communication. It felt like a cost-cutting move aimed at impressing VCs, not supporting employees or the bottom line. New hires were misled about comp structures, and later SDRs received far less support than early team members.
Management treats SDRs like workhorses, heads down, blinders on. Decisions felt opaque, and several departures (mine included) were abrupt and questionable. I suspect timing was related to upcoming equity vesting.
Unless you’re looking for a short-term grind to build skills and prove loyalty, I wouldn’t recommend this role.
