So now that NH is going to work for KT, do you think she will learn that he was the one that dropped the boss on her? Kt, ds, nh. A holy trinity of ineptitude
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I think there are quite a few questionable hires and promotions that were sanctioned by NH. GTM is the biggest joke ever even with NH gone you still have a bunch of clueless directors remaining that were put in place by him.
Let us not forget the very young ( full time college student) somehow getting a director full time salary for a year. With NH gone person now hidden so deep in the org no one will notice.
There is still more mess to clean up from the worthless directors that NH promoted and are still there. What has WW contributed except to do the bidding of NH? WW is another reason for failure with his incompetent lackeys that work for him. Does he have one qualified Director on his team? Tools and Technology guy is new and the woman that pretends to be in charge of sales training has no experience and is always floundering just to get a sentence out. No wondering here why Teradata is in a downward spiral.
Next up get rid of all the Revenue Ops Directors. Not needed now that Finance is running the show...start with Ian Matthews first
Hopefully some of the EMA dinosaurs will go next.
Good Riddance NH
One of the many VL fails and current mgmt is left cleaning up after the Salt Lake mafia. Ultimately the Board has failed us all as they put Vic in charge and didn’t have a better candidate as Mike was getting long in the tooth.
NH - low level AE working $2.5m quota bucket with no mgmt experience promoted to lead a global operations team with an unlimited budget. Insane how expensive this overhead department is and do we really need 3 pricing teams, more strategy teams outside new CSO office. Most of these hires have no business leading teams yet make more than our struggling sales teams.
DS - excellent CPC record, the man can sell. Overlooked for years as a sales director then promoted to AVP then VP Cali and onto EMEA in two years. Damaged reputation on way up and forceful selling to make numbers caused significant damage with high revenue customers
KT - seemingly nice but over her head. From tiny CAD AVP to Cali VP and AMS sales head in 1.5 years. Puppet of VL’s, passed over much better internal candidates for her
New CEO is making the right moves and getting rid of the silos, layers put in place over last 5 years. Significant damage has been done. Think of all the money in lawsuits to execs fired, leases cut short and rif’d employees. The ground level employee has been failed by TD mismanagement for the last five years. Strategy changes with the wind then execs leave and a new strategy (expensive consulting group) brought in. PS business declining due to constant reorganization, AE turnover affecting customer relationship, confusion on TB branding and cutting off new customer sales which is lifeline of PS business.
Good riddance. He’s brought nothing to TD other than confusion in processes, layers of management and promoted some empty suits who couldn’t care less of TD success.
Sales Operations has 1 EVP and under him are 1 VP, 3 Sr. Directors, and 3 Directors. Really? Even for a $20 billion organization, that would be too much. And Sales compensation which is typically under Sales Ops is not even under that in TD! WE have been maintaining dinosaurs and feeding them millions$ all these years. What exactly they do? SFDC was implemented already. So, to check if it is working oK, we need an army? The same work is done in any efficient organization with one Head and a few SOMs.
NH's promotion into a sales strategy position after the Bain engagement was a classic Teradata misstep, i.e., promoting sales personnel into management positions. It is why the old regime failed and Bain was hired in the first place. Insanity is doing the same thing over and over expecting different results.
Pretty accurate, the customer was forgotten and sales operations was the focus.
So the history here is a Bain consulting gig that led to folks like Nate and others leading a Sales operation strategy that has failed since the beginning (around 2016). That strategy to bring Salesforce in and hire external senior leaders that manage my dashboard, instead of the relationship led sale that TD was successful about. As the prior comment suggests, if we were selling routers or other commodity stuff it made sense. TD is not that. Besides the push back in 2016 - ALL of those leaders are now gone. Telling.
Thomas, Holiday and Sorenson, I believe. I definitely agree that NH was an overpriced GSX emcee and aloof dead weight that consistently over promised and grossly under delivered, but I wholeheartedly disagree on DS. My experience with him was amazing. I think TD lost a rockstar when he left. I’m mostly indifferent on KT. And yes, she’ll suddenly have the same problems we have if she lets NH run SOps for her
Who are these people ... NH, KT, DS??