Miss managed product development and corp finances
Employee (Former Employee) – San Jose, CA – November 30, 2015
Leadership missed opportunities to advance the company in meaningful ways. New Product development was mismanaged and did not reflect the industry or customer needs. VP of Engineering was to relaxed and did not hold directors, managers or engineers accountable to deadlines or product quality. VP of Professional Service was disengaged with the needs of staff. He was not able to build a coalition with the VP of Sale and VP of Engineering and forced the services organization to build solution to work around product issues. VP of Sales was more worried about being nice than holding sales teams accountable, counted on the 8 highest sales teams to carry the company. Lack of vision and leadership drove sale to slump and money to begin to dry up. VP of Marketing ran the marketing organization like an open checkbook for vendors, no real evidenced based marketing strategy. Spent money with vendors with out determining the derived value of service and did not follow any evidenced based strategies to generate sales or market penetration. The VP seem to be more concerned with the next opportunity to have a party, than generating sale and strategies for their respective departments. CFO was not monitoring spend rate and not monitoring the business burn rate, this allowed the company to get into serious financial difficulties. CEO was absent from day to day operations and only there as a figure head and not management of the company, let under qualified executives run the company, no one had their eyes on the ball and it costed 200 plus approximately 2/3 of the employees there jobs.
Some of the best Professional Services Staff
Bad Leadership, No Vision, Bad stewards of Company