What the heck is going on with the public sector solutions consulting team?? I’ve noticed like 10 people have quit this year and it keeps getting worse and worse.
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@37v the market, their stock price, their sales, their recognition and basically every meaningful statistic would beg to disagree with you
@2v5 pLeAsE, resigning from a company is not being shown the door. That place is an even bigger clown show than Appian. How about not spreading lies?
Given the ongoing noise around internal challenges, power struggles, and concerns related to potential IP infringement, there seems to be a lack of clarity on how leadership is maintaining visibility and control. As an investor, I’d like to understand what impact these issues may have on the company’s ability to deliver in the upcoming quarterly earnings, and how management intends to address these risks to ensure performance and stability.
@2wm Not a GA fan at all but not a fan of TD as well. Its not a binary choice - both have their flaws and they are major ones. I truly believe MM was one of the best sales hires we have had and I wish he got to truly take reigns.
It is interesting that someone has called out the former Global VP of SC. Under his leadership, how many posts appeared on sites like TheLayoff questioning his management style? So when you say “don’t celebrate his mediocrity,” it is worth reflecting on what that actually means and reading what others have shared. The reality is that the company and the department are still suffering in the aftermath of his departure.
This company fell apart quick....
Poor ethics, lack of leadership, corruption. What did you expect? Appian is based in DC/NOVA.
It is both ironic and alarming that the "then" interim CRO not only engaged in blatant nepotism by bringing this individual into the organization, but also disregarded the most fundamental principle of employment equity - ensuring every applicant is given a fair and transparent opportunity. By bypassing a competitive and merit-based process, he has compromised the credibility of leadership, weakened trust in our governance, and set a dangerous precedent for others. Now look what's happening!!
The situation is now even more problematic because the "then" interim CRO must justify to the Board why such favoritism was shown to an individual whose record of malpractice and poor reputation was already known. This is not a minor lapse in judgment but it raises serious questions about his decision-making, his accountability to the organization, and his ability to uphold the values of fairness and integrity that the company claims to stand for.
Take some responsibility, MM - staff still believe in you... Do the right thing before he sinks the ship and takes your reputation with it.
You are asking for trust, empowerment, and respect but what you will get is the opposite. CS EMEA was destroyed due to similar practices. Just leave already.This company was done the moment SVB collapsed and it had to start delivering actual financial results.
The new Global VP of SC talks about “SC 2.0” and creating a better breed of consultants. Sounds flashy. The problem? The team was already high performing and committed. They believed in the mission, trusted each other, and put in the extra effort because they wanted to.
Now the mood has shifted. Instead of commitment, it is compliance: heads down, do not rock the boat, just follow orders. That might look fine on the surface, but here is the truth:
Commitment drives creativity. SCs go beyond the script, build IP, and create stories that win deals. Compliance ki-ls that spark.
Commitment fuels resilience. In tough deals, committed SCs dig in and find a way. Compliant ones wait for instructions.
Commitment builds trust. Customers can feel the difference between an SC who believes and one who is just clocking in.
When leadership mistakes compliance for success, you do not just lose morale — you lose the discretionary effort that makes SCs the secret we-pon in complex sales. Without commitment, you are just another vendor with a demo.
SCs are not asking for slogans or “2.0.” They are asking for trust, empowerment, and respect. Without that, the best talent will not stick around.
Gucci Aldana, man of the people.
Would it be unreasonable to expect decisive action in addressing one inefficient and underperforming leader, whose presence poses a clear risk to the company - in order to protect and inspire over 150 staff in a just a single department plus many more across GTM, restore morale, rebuild confidence in leadership, and, at the same time, save millions in unnecessary weekly cross continental business-class travel for ineffective sessions that result only in public embarrassment amongst customers and prospects ?
Summary of issues with the Vice President, Head of Global Solutions Consulting at Appian:
He has plagiarized content from ServiceNow, rebranding it as Appian’s own, distributing it internally and presenting it at external events and in customer-facing settings. This act of intellectual property theft has created direct legal and compliance risks, exposing Appian to potential lawsuits, regulatory scrutiny, and reputational damage. The issue is especially damaging because Appian previously accused Pega of similar misconduct in court. By engaging in the same behavior, Appian has undermined its credibility and moral authority, leaving the company vulnerable to being viewed as hypocritical.
Beyond plagiarism, a broader pattern of dishonesty and manipulation has been observed. The Vice President, Head of Global Solutions Consulting routinely claims credit for others’ work, inflates pipeline numbers, and manufactures thought leadership posts with AI tools to promote his personal brand rather than advancing the company’s interests.
His departure from ServiceNow, misrepresented as voluntary, was in fact tied to misconduct — reinforcing a track record of behavior that should have raised red flags.
The cultural damage under this leadership is severe. Employees have been belittled, undermined, and even publicly referred to as “demo monkeys,” while high performers are leaving in frustration. Trust within the Solutions Consulting team has collapsed, with morale at an all-time low. Some employees have also reported unprofessional conduct disguised as mentorship, leaving them feeling pressured, unsafe, and unsupported, particularly as HR is perceived to protect executives rather than staff.
The failure of Appian’s CEO to act despite knowing about these issues for months raises governance concerns at the highest level. Employees believe this inaction signals that dishonesty, misconduct, and manipulation are tolerated, contradicting Appian’s stated values of integrity and collaboration. This dissonance is especially troubling given the company’s emphasis on ethics during the Pega trial, which was once a rallying point for employee pride but now feels compromised.
The ramifications extend far beyond internal culture. Investor confidence has already declined, with governance risks flagged as a material concern that could affect market performance. Customers are questioning Appian’s credibility, employees are disengaging or leaving, and the company’s reputation as a trusted software partner is deteriorating. In contrast, former leaders of the Solutions Consulting organization are remembered for genuinely supporting their teams and the company’s mission — a stark reminder of how far leadership standards have fallen.
Unless decisive action is taken, Appian faces escalating legal exposure, reputational collapse, accelerating talent loss, and long-term erosion of its competitive position.
lol loads of messages deleted by Appian execs and HR. No integrity or trust in this company.
Recent characterizations of the global Presales VP highlight leadership behaviors that have undermined trust and performance across regions. Unfortunately, these patterns are now evident in EMEA, where the Solutions Consulting organization is facing significant risk under current leadership. The AVP of SC has lost the confidence of the SC team and GTM peers. Key concerns include:
Technical credibility: Limited knowledge impedes the ability to provide strategy or direction; contributions are often limited to summarizing existing content.
Erosion of trust: Skilled SCs are being undermined rather than empowered, leading to disengagement and low morale.
Leadership void: Instead of guiding and coaching, the AVP avoids accountability and fails to demonstrate initiative in shaping improvements.
The consequences are already visible: the team no longer believes in its leadership, motivation is at a low point, and there is a high risk of repeating the collapse previously experienced in Commercial North America. The turmoil has left many SCs feeling frustrated, undervalued, and uncertain about their future, despite their strong capabilities and commitment.
This is not a capability issue within the SC team. They have the talent and expertise. It is a leadership problem. Without intervention, EMEA faces escalating issues with motivation withdeclining performance, and reputational damage.
I do not work for this company, but I maintain a vested financial interest. From an economic standpoint, the leadership concerns raised here represent a material governance risk. If the company underperforms against its stated market commitments, this issue will inevitably be scrutinized during the next earnings call, with potential consequences for both investor sentiment and valuation. What is particularly troubling is that the dysfunction appears concentrated in the team that should, in theory, serve as the company’s comparative advantage or the so-called crown jewel of a software enterprise. Persistent weakness at the core of a firm’s value proposition is rarely priced in without consequence. Unless addressed decisively, the market will likely reprice this risk through lower confidence, reduced multiples, and increased pressure on the board.
Remember that HR works for the company, not the employees. Be careful.
If this is true, it is deeply concerning. One of the main reasons I joined Appian was because of the culture I was told it upheld honesty, respect for dissent, and meaningful impact through our work. I even recall the CEO criticizing Pega's lack of integrity during the trial, which reinforced my belief in the company’s values.
Now, it feels as though those principles may not align with reality. I sincerely hope Appian can demonstrate that no unethical conduct has taken place, and if there has been, that decisive action will be taken against those responsible.
I value my career and do not wish to be part of an organization that compromises on ethics. The CEO must recognize that failing to uphold integrity risks not only the company’s reputation but also the livelihoods of over 2,000 employees who depend on Appian’s future.
Everyone knows what to do.
@15q You can report it here: https://www.servicenow.ethicspoint.com
Where can we report this misconduct?
Please bring Tony back. He had a heart for the people on his team and the company's success.
The leadership is the problem.
This post suspiciously appeared after the RTO post, when no one had posted in 8 months. We see what you're doing HR. They want to discourage the RTO convo.