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Procore Technologies

Engaged Employer

Great product and culture, but sales org struggles - Account Executive Procore Technologies Employee Review

3.0
Apr 30, 2026
Recommend
CEO approval
Business Outlook

Pros

Great product, base pay, culture and benefits

Cons

- Sales org is a mess, with multiple layers of mgmt that don't care about individuals, and have unrealistic expectations. - Middle Mgmt is great at manipulating reports to tell a positive story, while failing to address the factors that limit the success of their field level sellers. - Multiple re-orgs in a year, including territories, make it impossible to make have success. - Everyone is a number on a spreadsheet and only 10% make their OTE. - Openness is a core value but they'll put a target on your back if you provide honest/helpful feedback that middle management doesn't like. - Refuse to address customer's biggest objection for selling into Owners. - Externally hired managers have no idea how to sell Procore. - My 2nd line Mgr (external hire with no Enterprise experience) didn't want feedback. My 3rd line manager (external hire) asked and received a lot of feedback from the Owners team and then never acted on it or even addressed it. - Lots of honest feedback provided to ELT & HR through employee surveys; none of it was ever addressed. - HR completely unresponsive to some very concerning and significant details that led to RIF. - Sr Sales leadership completely unresponsive to some very concerning and significant details that led to RIF.

Explore other reviews about Procore Technologies

5.0
May 4, 2026
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Great benefits, great hours, super nice coworkers in every team.

Cons

Maybe a bit bloated in structure and processes.

1.0
Apr 25, 2026
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Total compensation is not bad

Cons

The company has been stuck in a cycle of layoffs, reorganizations, and sudden priority shifts for years. When headcount reductions don’t go far enough, “performance” becomes the fallback justification for exits, even for people who were previously considered strong contributors. Turnover is high across multiple teams, and it’s common to see groups lose several people in a short period of time. A recurring pattern is cutting higher-cost roles and then rebuilding similar functions in lower-cost regions, often framed as “global expansion” or “strategic growth.” In practice, it feels more like cost-cutting for optics rather than a real investment in long-term capability. This contributes to instability and a sense that employees are interchangeable. There is a widespread belief inside the company that going to HR can put your job at risk. Multiple employees across different teams have experienced negative *consequences* shortly after raising concerns, and this perception has become part of the culture. People openly warn each other not to involve HR as it will only make things worse. Trust in HR and leadership is extremely low, and feedback mechanisms are performative rather than genuinely a pulse check on employees. I know of leaders who have attempted to de-anonymize anonymous surveys. Operationally, coordination across time zones and locations is poorly managed, which slows down even simple decisions and adds friction to day-to-day work. Workload expectations often exceed staffing levels, and priorities shift faster than teams can realistically execute, leading to burnout and frustration. The company used to have a much stronger culture, but over the last few years it has deteriorated significantly. Many employees who were once proud to work here now describe it as a place they’re trying to leave, not grow with.

10
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