for this company to focus on efficiency and deliverables. way too much drama and politics in the various offices. if you're not here to grow revenue, leave. leaders of you see these unaligned people, remove them.
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Legacy products need teams of people to keep the lights on, no.innovation, , manual mundane work
In my BU, dev and ops are under so much pressure to deliver on impossible deadlines that everything is hacky and rushed. And they have to design on the fly which causes crazy amounts of rework and production issues. That’s the biggest problem I see.
The current operating model is placing increasing administrative and coordination burdens on SEs and RMs-the very roles responsible for driving revenue and maintaining client relationships.
These associates are expected to carry significant revenue quotas while simultaneously acting as the primary coordinators across multiple internal teams. Because few processes move efficiently or organically through internal systems, SEs and RMs are frequently required to manage internal follow-ups, escalations, and cross-team coordination just to keep client work moving.
At the same time, accountability across several internal functions-including service, product management, and other supporting teams-has become less direct with clients. As a result, requests that previously would have been handled within those teams are now often routed back through the SE/RM channel.
This model shifts operational responsibility away from the internal groups designed to support delivery and places it on revenue-generating roles. The outcome is predictable: reduced time for client engagement, slower issue resolution, and increased frustration for both clients and employees.
Additionally, the growing volume of internal administrative processes continues to divert time from revenue-generating activities. While operational controls and reporting are important, the current balance risks constraining the very teams responsible for bringing revenue into the organization.
If the objective is sustainable growth and stronger client outcomes, the organization should evaluate ways to rebalance responsibilities-ensuring that revenue-generating roles are supported by internal teams rather than burdened with additional operational overhead.
You could easily eliminate every VP and 95% of managers. Most of them do nothing and know nothing. If they left today your day to day would not change. Easy way to save millions and hire ppl that actually will and can do work to serve the clients.
To deliver, you need people who know enough to deliver right to begin with.
For best results, trim the fat and fire the middle men A.S.A.P. A I is here!
I agree. Trim out Pete and Guy ASAP for big savings.
agreed, so much fat in this company. an honest assessment shows about 40% reduction opportunity with AI improvements factored in
@a5 it's clearly over your head, you must work in the polaris ohio office
If only our own processes and systems didn't crawl delivery down to a halt. And then one of the people responsible gets promoted to the mc...
Why don't you get more specific instead of speaking in generalities. Nobody cares about these C level people posts.