Cloudbeds reviews

My experiences at Cloudbeds started out positively within the sales organization. My direct managers were clear-headed, organized and helped me grow within my role. This was a couple of years ago. The company had built up a lot of goodwill with me, especially throughout Covid in 2020 with the company-wide decision not to downsize any employees. Throughout my time at Cloudbeds I had known of leadership issues at the top within Sales, however I had mostly been shielded from it by direct managers who bore the brunt of the small-mindedness & chaos. Things changed in the summer of 2021. Up until this time, I had felt that the sales leadership and the Market Managers (Account Executives) were aligned in their goals and that sales leaders had our best interests at heart (as far as a company's leadership can be). Other departments seemed to be this way and the company as a whole seemed to have weathered the storm that was the initial stages of the pandemic and things looked bright. Then the sales leadership decided to restructure the entire sales organization by creating additional sales roles. Not only did it seem illogical, it seemed redundant and overcomplicating at first. After the announcement, everyone was left confused and bewildered, especially regarding the varying commission structures. It definitely seemed like the sales leadership was intentionally designing sales roles and commission structures with the express goal of reducing payroll costs within the sales organization. This couldn’t be? An intentional pay cut? It seemed unlikely given the Market Managers had been working hard through 2021 and were having great success achieving our individual and company wide sales goals. We asked for clarity surrounding the changes and the impacts on the account executives. Initially we were ignored and no clarification was given. Then sales meetings began to dry up and concern grew. Sales leadership finally held a Q&A with one team of Market Managers. This meeting will live in infamy. It started with the sales leadership asking us to send him our questions prior to the meeting and then dictated a hard 30 minute stop on the meeting length. Once the meeting began, everyone in the room knew something was wrong. He proceeded to talk and run out the clock without answering any questions. 20 minutes passed before people were able to interject and ask the questions they had come to the meeting to be answered. After continued dissembling, the meeting ended and our hearts sank. Sales leadership was lying (I do no use that word lightly) and attempting to give us a pay cut through changing our role and its commission structure. For me personally, all goodwill I had with Cloudbeds was lost. Not long after, salespeople began to leave around me, moving on to much higher paying roles at more exciting companies. What caught me by surprise was how much of an inflection point this became for the sales organization as a whole. Not only did experienced account executives and middle managers leave, but newly promoted and hired employees began leaving as soon as they began, and then SDR’s began leaving as they saw no career growth opportunities. I can understand a leader making a mistake like this. However, to rebuild trust a good leader would; acknowledge an error in judgment, apologize, and take some remedial action to reassure those he is responsible for leading. Sales leadership was given multiple opportunities to resolve the breakdown in trust and chose not to. This was a failure of leadership.

Unfortunately, North America Sales is on a hiring freeze. Although everyone was told North America Sales wasn’t going to be and that there wasn’t a scale back happening, it is. Many people are losing their jobs. So read below if they ever open up hiring again: MONEY: - Comparing vs other SaaS or AE jobs, AE pay (called Market Managers) is shockingly low. Less than 60k USD/year with almost zero chance for commissions. You’re expected to make 30+ unique phone dials every single day with very little lead assistance of any kind. - buT cOmMiSSiOnS! ZERO % of North American reps made 100% of quota in 2022 and only a few reps made ANY sort of monthly commission. ZERO % of reps made commission every month of active AEs (called Market Managers) in North America. Take that into account when you hear about OTE. - Quotas vs Latin America are almost 75% greater in North America. They get worshiped for $8k, you get a talking to or public shaming for $20k. TURNOVER: - There is no culture in North America. Current leadership has completely lost the room and morale is (as one rep texted me) “as low as it can possibly be.” SDRs are dropping out of their positions just to avoid working for the North America sales team. - In 2022 the North American Leadership team lost of 17 Market Managers in a 9 month span. That’s just over one person’s life being turned upside down every TWO weeks. Most weren’t with the company for longer than a year. - Include the Sales Development team? You’ve got over 50 people (it’s probably higher) leaving the North American Sales department in one year. - Read that one more time; you’ve got a sales team in North America that has lost more than ONE REP PER WEEK on average. - In my opinion as a veteran of multiple high functioning sales organizations and a fan of just basic statistics, North America Sales is a GRAVEYARD for your career. FEAR: - Leadership in North America Sales is by FEAR. Every single day, FEAR of getting fired or performance action. - For 2023, North America Sales has doubled down on giving leadership to the VP, Director and RSM most responsible for this absolute toxic and fear-based culture. The micromanagement and clandestine behaviour displayed is simply off the charts. - Leadership came into their positions in North America and the first thing said to all reps was "you don't hit 100% of goal, you're on PIPs and then you're fired". That was literally the first thing communicated to the team and set up this culture of fear. - Your calendar is heavily monitored: Directors and RSMs will go through your own personal schedule to see when you're working, how many meetings you have and how often you're booking off large blocks of time cLoUdBeDs GiVeS UnLiMiTeD PTO!: - Sales people were told they could not take PTO for holidays or family unless they hit certain numbers in a given month. Directors, VPs all knew and nobody did anything. - The main headline is that there is no such thing as unlimited PTO in the Americas Sales Department. - Reps along with myself were constantly told (indirectly AND directly) that PTO was NOT acceptable to take and was frowned upon. If reps demanded to take it? Well, work harder when you return, put in extra hours, make more calls - you owe us and now you’re punished for spending that time with your family. Did you take PTO in November? Well, your weekly performance is below level and PTO is not an excuse. From the top down people were made to feel GUILTY about taking ANY time. - All sales leaders including the VPs did NOT take the free “quarterly days off given by the company” and VPs, my Director and other RSMs were active on all those days and expected us to be. I was told that directly and I was told to tell my team that. Even if we talked about taking them it was frowned up and MMs were messaged on their days off and expected to reply. This is constant practice across the board with PTO. - This culture was DIRECTLY passed down from Directors, VPs and from other RSMs. Other food for thought: - There is no tech stack for MMs. They don't have zoominfo, they don't have LinkedIn Navigator, there is no license for Dial Pad to listen to calls. It's a phone book and a bogus lead list and a dream. This DOES NOT compete with other companies. - MMs are told from the Director level down that they have LESS THAN SIX months before they enter a PIP and are considered for termination. There is NO ramp up - the culture is that if you don't hit 100% of your goal in your first two months selling that you're on the block for termination and that’s reminded to you constantly. - Reps are shamed and micromanaged almost every day by Director level and RSMs. They are publicly put on blast for their lack of calls, lack of revenue or lack of performance in key metrics. They are messaged directly asking "what did you do yesterday" by VPs, Directors and RSMs. This is NOT done in a constructive way - it's done in an intimidating, fear based "you're getting fired soon" type of way. - There are CONSTANTLY secret meetings between Directors/VPs and others. There is CONSTANTLY secret information, secret plans and clandestine practices taking place. Cloudbeds Sales is incredibly secretive and things change weekly, if not daily. MMs enter each meeting wondering what the next big change is going to be. North America Sales changed team members and team configurations at least 6 times in 9 months. - Here's the hierarchy for a North American Market Manager: MM-ARM-RSM-DS-VPS-SVP-CEO. 6 Bosses. Everyone from the SVP down will directly message the MM with requests or questions. This creates a culture of fear, of confusion and the exact opposite of the openness Cloudbeds is apparently trying to create.