Salespeople can’t sell the products. One must really have to think about why.
Could it be that tenured, high-performing salespeople felt they had no choice but to leave because of an insulting compensation plan?
Could it be that the infrastructure that made TR employees the envy of large corporations has been systemically dismantled and deemphasized?
Could it be that SH and his hooligans are stripping this thing for parts and will dump what’s left of the company when they cash out in 2025?
The sales training I received when I started working at TR TAP was insanely good. I didn’t know anything about tax, audit, or the industry. Because of the training and mentoring I received, I have excelled at performing at a number of different roles throughout the company.
Like so many others, I’ve seen the brutality of the cuts from 2018 to the present and made the reasonable choice to take my talents elsewhere. I’m encouraging anyone who can leave as well. For the rest that are stuck for various strategic reasons, you deserve better. Keep your heads high and do the right things you always do until better options await.
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@1ajf+1dXcxvvs, this is a great post so I copied it here into a new thread.
4 replies (most recent on top)
@5fnh+1e08NH6a
Simply not true.
Ann Arbor had some talented engineers, maybe a handful, terrible middle management and directors.
The code base for the next gen accounting products is an absolute cluster fu-k, controlled by egomaniacs that gave no consideration to performance.
"possessed unbelievable talent"... you are delusional!
Don't blame product without understanding underlying facts.
Ann Arbor professional possessed unbelievable talent and depth across the board. There was strong leadership from the top that believed you started working on the next product versions as soon as you released a new one, and you did it with the latest tech stack, also never missing release dates. The team developed and released many “firsts" in the industry in every category. Their "digital transformation" was done well over a decade ago and ran circles around anything elsewhere in TR. And their products were rated tops in independent studies year over year. They were running agile/scrum before it was the rage.
What happened? Starting about five years ago, their development budget was slashed drastically to cover other areas. (Professional was also very profitable.) One of those areas was the genius acquisition by BP - Government - which was his version of the Reuters acquisition. Many guess that debacle was in the range of a $400M sc--w-up. But he's still with the organization, although he doesn’t do much, and never did really. His strings are pulled by the three consulting firms used by TR. The fact that he is still there gives people little faith in SH, questioning his judgment as BP is a direct report.
In addition to the above, three years ago, a new “leadership team” was brought in with no experience and a total lack of leadership capabilities. What happened and why? Duh.
Ann Arbor is now a rudderless, culturally devoid, silo city, as is much of the company.
And there is much more to this story, but this is enough.
Mayday, mayday. Sinking ship. The ones left are being used to train before jobs get taken overseas. Get out while you can. Keep the resume current. If you're lucky, you will retire out or get laid off with severance. This is not a job to grow old with. Good luck.
This is a great post. I can think of many reasons. The first is that the products are fairly out of date. Onvio is 'modern' but lacks any kind of robust feature set. The other products are clearly outdated tech at this point.
The lack of training, especially sales training on product and industry, is detrimental to the team as well, like you mentioned.
Compensation is convoluted and the systems supporting it are incredibly manual and disconnected.
I could name more but I think those big three are huge roadblocks