Pros
-They hire great individual contributors. Most of the individual contributors I worked with were delightful, kind, and caring people, especially the other salespeople. The company does a great job of hiring people who are great to work alongside, at least in sales and service. -The mission of the company is awesome and the fact that so many employees live with disabilities allows you to personally connect to the mission much more strongly than other organizations with an altruistic mission. -They walk the walk when it comes to DEI. No company I've ever worked for has taken inclusion so seriously and been so committed to it. They go far beyond lip service, even when it costs more sometimes. They rock for that, truly. When they were owned by JMI instead of KKR, my rating would have been 4.5/5 and this pro list would have been long, but as the organization sits today, these are the only redeeming qualities I see and it's on a STEEP decline with no end in sight.
Kontras
-Sales targets and sales management that are fundamentally misaligned with the reality of the market they're selling into. For about two years, maybe one or two AEs have hit goal, most falling around the 50% mark, yet they haven't made any meaningful changes to their sales strategy or to goals. The one major change they made (they rolled out this set of sales decks that they built around challenger methodology) didn't work and they did a 180 after about 6 months of losing tons of deals to competitors. They don't know what they're doing and most of what they try shows that they're out of touch with the reality of the market and what clients are saying. Almost no one closes outbound deals and they were beating the drum trying to change that for literal years while I was there and saw almost zero positive movement. Most reps closed zero outbound deals and the ones that did closed less than 3 in an entire year. All because their outbound strategy is to tell reps "go sell outbound" into a market that mostly buys inbound because they're being sued or because a large customer of theirs forces them to be accessible as a strict procurement requirement. -Bad fit in the market. Level Access sells all or nothing packages that include software and services, mandatory multi-year, high cost. Most of the market sells cheaper, more flexible solutions. Single year of only the one or two pieces of functionality that actually stand to offer them value. Leadership and investors are intent on not changing this even though it's clearly not best for the customers or for the reps. -Leadership is dishonest. I've heard from no less than 7 reps across different teams that they hand out formal and informal PIPs to reps who aren't low performers citing fake grievances and using fake data. One rep even complained to the head of HR about how fake the PIP was and the head of HR forced the sales leaders to give them a new PIP. There were also multiple cases where even if reps hit the PIPs, they got fired because the PIP was never about performance in the first place. They just needed a reason to fire someone. Aside from a steady string of bogus PIPs, probably the most glaring example of leadership dishonesty is that they do cloak and dagger layoffs once every 6-18 months and every time they say "this isn't a trend, this isn't likely to happen again." You just show up to work one day and a bunch of people are deactivated. Sometimes they make an announcement and give a reason, sometimes they don't, either way it's always a "it was necessary to cut costs" while executives collect massive salaries and burn cash on useless software, consultants for poorly thought out projects, and flights and lodging all over the country.