giid - QA Engineer FranConnect Employee Review

I am a former SMB Account Executive and left in February 2022. I only left for a job offer that I couldn't refuse. -High energy, hardworking SDR team that is managed by a new player/coach -New player/coach was hired and his energy is incredible; he has a lot of really great advice to help coach the team -Company is big on making strategic investments to help the Sales Team- those investments not only mean revenue for them but more revenue for the team members. -HR is incredible. Very responsive, she works hard to make sure that the employees are protected as well as the company is being protected as well -CEO is incredibly kind and is a very positive presence in the office or virtual-she genuinely wants her employees to have a healthy work/life balance. -CRO- A great leader with a boisterous personality. Wants to make sure everyone feels supported and helps in a no-mess/fuss sort of way that is straight to the point but not intimidating. - VP of Sales- I cannot say enough good things about her. She genuinely wants every team member to succeed, not just for the company but for themselves. Will make herself available if needed to deal plan, if you have questions or want to talk through a call. She doesn't just give you the answer, she lets you work through it and will correct it when needed. She is one of the only bosses I have ever had that actually listened to our concerns and then put solutions in place in a timely manner. -Great benefits including unlimited PTO

All of the cons I would have listed, which were only a few, now have solutions in place that fixed them.

There are talented employees throughout the organization who genuinely want the company to succeed. Many frontline managers and individual contributors work incredibly hard despite significant organizational challenges. The product has market potential, but that potential is often overshadowed by leadership and execution issues.

This was one of the most frustrating organizations I’ve worked for. Revenue leadership lacked a consistent vision, priorities shifted frequently, and strategic decisions often felt reactive instead of data driven. Employees were expected to adapt to constant changes in goals, responsibilities, and compensation with little transparency or input. Trust steadily declined as communication became inconsistent and accountability seemed unevenly applied. High performers often found themselves taking on additional responsibilities without the support, resources, or recognition necessary to succeed. Instead of building a predictable, scalable revenue organization, the culture became increasingly focused on short term reactions, micromanagement, and unrealistic expectations, resulting in declining morale and unnecessary turnover.