Pros
There are strong partners to work with, though the overall quality and effectiveness of partner engagement has diminished over time.
Cons
In a DACH direct sales role, the go-to-market setup made effective execution extremely difficult. Partners were permitted to sell into the same target accounts without any obligation to share customer or usage visibility with the direct sales team. As a result, prospects would frequently state they were already using Relativity through a partner—information that was not available internally. Despite this lack of transparency, direct sellers were still measured and held accountable for these accounts, leading to unrealistic targets and misaligned performance expectations. These challenges were further compounded by leadership and communication dynamics. Feedback from frontline sales teams in the DACH market was often not reflected in strategic decision-making, and regional legal and commercial nuances appeared to be insufficiently considered. As a result, recurring structural issues were raised multiple times but remained largely unresolved. For candidates considering DACH sales roles, it is important to carefully evaluate this go-to-market model. Under the current structure, consistently generating net-new business is extremely challenging, as account ownership, partner overlap, and internal visibility are misaligned. Without material changes to this setup, expectations placed on direct sellers do not appear realistically achievable.