The most unprofessional place I've ever worked - Marketing bei Semcasting: Mitarbeiterbewertung

Organizations, like families, are built brick by brick to withstand the challenges that naturally occur with growth. Semcasting is an organization approaching sixty people. We have grown year over year at an average rate of 36% spanning five years, and are entering a three-year stretch where that growth is over 40%. We are a rarity in the Ad Tech industry. We’ve done this with no outside funding and have been consistently profitable. This steady performance is a testament to the good people who have been (and joined) the organization over that time. If there is a phrase to describe the culture of the company, it is “self-regulating”. We are organized by vertical with strong domain experts overseeing day-to-day operations serving Fortune 500 brands and agencies. Each GM has a team of account and campaign managers who work very hard to deliver the best possible outcomes for their clients. Under the guidance and direction of these GMs, the performance and measurement of the team members is crystal clear. They do a spectacular job, but on occasion, there are mistakes. Fostering a team approach supports a culture where the team members and their leaders pitch in to fix problems and learn from those mistakes. As long as the effort is made, there is little doubt raised that an occasional speed bump can be smoothed out. The sales organization is much the same. They enter a fiscal year with a sales number to make and a clearly identified set of performance goals. Effort and the bottom line are measured, and when a person falls short on their number they are afforded the time necessary to turn things around if they are exhibiting good faith and making the effort to make good on their goals. We have been fortunate in that, over time, more than 90% of the sales team members meet these simple objectives each year. We live in a corporate world that is big on deifying the latest in popular cultural and management styles. In Ad Tech we’ve gone from loosening standards on dress code to candy walls, sleep pods and to more open communal workspaces. We have seen organizations dump 40% of their VC’s money into trade shows and marketing gimmicks with no obvious (or possible) path to ROI. Social media fuels lots of strong opinions – some more informed than others. I can safely say we have seen and, at times, even tested out, some of these trending ideas. Some stick. Some don’t. In my opinion there is no right answer – there is only the answer that works for your people and what you are trying to build. We are located in North Andover, MA. It is a sleepy little town north of Boston. The location was chosen because it is the center point of a rational commute to where most of us choose to live. In this company, in addition to growth and innovation, the subtext of what we are trying to build is to support a person’s ability to contribute in the context of their lifestyle. In our broad and self-regulated definition of corporate culture, we believe that this means that flexibility is earned. It can mean supporting the new mom or dad before and after the birth of their child, allowing time to take a cross-country motorcycle trip, go to your kid’s hockey game, or covering for a key manager who has to be in the hospital with their sick child. At the end-of-the-day what we have found matters most – and what we try to foster in our relationships with our employees is the idea that if you exercise your talent and put in a good faith effort – we have your back. We act like a family.