I joined the company as an experienced sales professional with the expectation of building and growing a strategic market. Unfortunately, many of the commitments made during the hiring process were never translated into actual support.
I was assigned a region that had limited growth opportunities, no meaningful inbound demand, significant language barriers for outbound prospecting, and zero investment in market development.
What made the situation more difficult was the disparity in support across teams. While other segments and regions received opportunities to attend events, meet partners, build industry relationships, and establish market presence, my team was expected to deliver results without access to similar resources. Sad to say they support and push the Male audience more.
After more than a year of operating under these constraints, I was moved into the ANZ market. The transition was challenging, and I experienced a management style that I found excessively controlling, highly stressful, and not conducive to success. Feedback often felt focused on criticism rather than coaching, or enablement.
One of the biggest cultural concerns I observed was a lack of openness to dissenting opinions. Employees who challenged decisions, highlighted operational issues, or raised concerns were often viewed as difficult rather than constructive.
Despite receiving positive feedback on many aspects of my work and bringing forward numerous ideas to improve outcomes, I was ultimately informed that I was not the right fit for the organization.
When highlighted that I am facing mental harrasement against my manager the HR said "but she is delivering numbers and in sales number matter"
I was not even put in PIP. The approved my exit process on their own behalf. There was no evidence for poor performance or conduct issues and any other claim was countrr defended with proofs but of no use.
