HubSpot reviews

-No longer sustainable to sell here long term. -If you can survive selling here post ramp for more than 3 years at full quota you can do anything. It’s a grind and takes tenacity, grit, and lots of extra hours put in. Few and far between tenured reps in the sales org now when it used to be a badge of honor to sell here. Founders club reps game the system and others reps burn the candle 60 hrs a week to barely get over 100% with no difference in skill. -ASP is VERY low compared to quota of 1.3 million ARR. You’ll have to sell 9+ deals a month (you’re running every part of sales process solo) to get to your monthly quota target. -Lots of smoke and mirrors on a nonexistent strategy to “find and sell bigger deals” or “larger companies” with no accountability from sr leaders on how or if the data we have is accurate -Lots of sellers doing extra work to “gain leadership experience” but internal promos to manager only happen if you come in hot as a new hire post ramp when your quota is easy to overachieve -Little to no emphasis for promos on what you’ve accomplished long term - it’s only about what you did for leaders individually and recently in the past 2-6 months -Good at your job? Now you get to train all the new hires on your team -Lots of 1:1s spent giving deal updates and team wide forecasting that is info managers could find themselves with a little bit of effort. The sales managers that don’t waste their reps time and actually help them build pipeline are wildly successful. This gives ICs some hope - but few are willing to put in the extra work sadly. -Frustrating and nuanced SOP rules do not solve for reps - plummets morale -Sadly hubs is longer a gold star, high performing sales org that reps are eager to work at and recruit their friends to come to

It’s quite sad how much of a downturn the product organization has taken in the past couple years. What used to be a phenomenal culture has deteriorated into a shell of itself. Much of this lies at the feet of product leaders, who are far too often either incompetent, cowardly, or both. Constant reorganizations and restructures mean you can never get too comfortable in your product space. Another team with nothing to build might start working closely with product line leadership in secret on next year’s initiatives. You’ll find yourself, your team, and your mission rendered worthless because some other team (with individuals that leadership likes personally) is now redesigning everything on their own. Good luck building a roadmap with no product space to operate in (and if your engineers don’t keep the PRs coming in, you’ll be held to blame.) What used to be small, autonomous teams working within a defined product space, has now turned into this amorphous blob of alignment syncs and cross-functional gamesmanship. Your success depends on how well you can build a cult of personality with peers across product lines. Bad ideas of from longtime favorites get built, good ideas from other people get squashed. Middle management doesn’t help with this very much, other than to occasionally step in and kill a project that counteracts their previously held beliefs (despite any user research or business data that may point to the contrary.) In the rare times when leadership assigns a project they came up with, no accountability is taken when that project fails. Blame often falls to ICs even in cases where those ICs recommended not to build something that leadership pushed. Heads I win, tails you lose. Promotions are more personality based than performance based, given to those who toe the line and are the most agreeable. I’ve seen some people get promoted in PM, design, and engineering who shipped complete failures of projects. But leadership liked them personally, they were active in Slack channels (“yay go team! ”), and had tenure at the company. Middle management can be vindictive and retaliatory, and because you can’t move internally without their approval, you can get stuck in a negative feedback loop if you aren’t one of their favorites. Outside of the product organization, the tone and vibes from company leadership are incredibly negative and demotivating. Something was said in a company meeting that “what got us here to this point, isn’t going to get us to the next level.” The hubris to throw out the culture that made HubSpot a place people loved to work is incomprehensible. Instead, HubSpot has sadly become a place many people are trying to leave as fast as they can (reflected in many of the recent reviews here.)