Unique business strategy - Account Executive bei ExtraHop Networks: Mitarbeiterbewertung

1,0
9. Aug. 2023
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CEO-Befürwortung
Geschäftsprognose

Pros

Pretty good product and, use to be, some great co-workers. Founders were ok until the sell out for the mighty dollar.

Kontras

I'm not going to revisit the toxicity of the current C-level and general senior "leadership". I think the fact that these are really bad people is well established. I completely get that I'm not up and privy to all the myriad business plans/models that VCs and PEs use when they acquire new companies. The "plan" at Extrahop appears to be destroy the culture, the morale, the reputation, and the product and call it lunch. Which is why you hire a guy like this CEO who has a history of doing all of the above with the help of his journeymen sycophants. When it's all scorched/salted earth, the fire sale ensues and you count your shekels and bodies while high-fiving the pyrrhic "win". Not saying the model is not rinse, wash, repeat for the predatory PE/VC world but there is only so much carrion left at which these vultures can pick. Anyway, the only hope, at this point, is for this mgmt crew to move on to the next naive victim and leave some poor schlubs to come in and resurrect what is left. If that is possible.

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Reaktion von ExtraHop Networks
2y
Thank you for sharing your insights. We appreciate your acknowledgment of the positive aspects and are disappointed to hear about your negative experience. We're actively working to address the challenges you've raised, and create a better work environment for all employees

Mehr Bewertungen zu ExtraHop Networks entdecken

5,0
9. Apr. 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Great product and very friendly managers

Kontras

No cons- great team and company to work with

1,0
23. Juni 2026
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CEO-Befürwortung
Geschäftsprognose

Pros

Great Technology in a tiny market space

Kontras

The company appears to be heavily influenced by a typical private-equity / venture-capital operating model, with operating partners frequently being placed into executive leadership positions. From an employee's perspective, this has created a lack of continuity and strategic consistency. The organization has seen three CEOs within three years, making it difficult to establish a stable long-term direction. From a sales leadership perspective, the challenge is compounded by the highly competitive and crowded NDR market. Large, transformational deals are relatively infrequent, making it difficult to build a predictable and sustainable pipeline capable of consistently supporting aggressive growth targets. My experience with local management was equally disappointing. There appeared to be an uneven application of accountability standards, with some individuals receiving protection despite underperformance, while stronger contributors were left unsupported. This created a difficult culture and negatively impacted morale, collaboration, and retention.

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