There’s almost zero opportunity for career advancement. Management is incompetent and rude. Company seems directionless. Everything exists in the service of leadership. You can be laid off anytime. Don’t make me even start on reorgs. I stopped caring a while ago. I’m always on the lookout for other jobs, and as soon as I find something else I will leave.
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The regional heads were “enabled” by HS? Not sure if there is anything that was done other than HS blindly going along with the structural changes the Americas leadership wanted. Whether it was sales operations that made budget decisions without a clue of the realities of the regions, or sales leadership that in order to protect its “family” went on a jolly ride with customer success, or the IBS framework that works in the US where the product expertise is saturated. Let’s not even talk about the difference in L&D and HR function which was also based on the US while the regions struggled to take on the firm type structure. What is incredible is the low growth in the biggest region despite all the resources made available to them. What’s even more incredible is that there are multiple overlaps in job functions - what is the ROI from EGP? Should sales engineering and PS DA not just sit under 1 umbrella?
HS botched this up by focusing on empire building, also because that’s what the people she trusted cared for, rather than focus on the actual client experience of using FactSet across the globe. Is it reasonable to expect her to care for it - yeah, sadly she had no interest in learning from those she found different and was a poor judge of character in who she trusted.
It’s the gut less regional heads that really p*ss me off, they are more about empire building than actual execution.
We have sales people that need to be moved on, get on with it take action. DO YOUR F*CKING JOB and LEAD. I cannot understand why we continue to think the mediocre performance of the regions is OK.
These regional heads were enabled by HS.
I don’t pick on or hate HS, I’ve often felt sorry for her. FDS isn’t warm and welcoming for lateral hires. The current CRO was also a lateral hire. As were some other L2/L3 leaders. HS’s downfall was the lack of depth in understanding the nuances of FDS customer experience and unwillingness to listen. Her “holier than thou” attitude where she responded to any noise, unable to decipher if it needed action made it clear that she was blind to her own faults. She’s still a highly compensated CFO vs many in her ex-team who have borne the brunt of her poor decisions. It’s not difficult to understand why the unhappiness is directed to her.
“I don't get the HS hate when PS skates by. The lack of a real strategy comes from the top, not bottom up”
True - is the issue with the strategy or execution? Every other company is doing layoffs, it’s the execution around them at FDS that is problematic. Think FactSet Future - did we really need BCG to tell us who to retain and where to free up HC?
Similarly, having a CRO is fine. I was excited when HS got the role because she came across as a quiet intellectual. In a couple of conversations it became clear that she was unwilling to listen and learn from those around her. Her stoic and stiff demeanour made it hard for people to speak their mind to her. Those that did were not given any heed, she often had little desire to co-opt her own team. She was wrong in trusting the initiatives she did - customer success was one, having no global sales head or chief commercial officer was another. She was also wrong to rush changes without earning trust of her team, blatantly US focused which meant she wasn’t in a place to hedge performance from different regions.
If PS has to sit and execute everything a CRO should, he’s not going to be doing his job. He is at fault to trust the CRO’s decisions but surely he can’t be the one making every decision successful on her behalf. And HS is perhaps easier to pick on given her complete lack of interest in engaging with people on a personal level. It’s what FactSet has touted as a key element of its culture. In many conversations with her, people don’t remember her expressing concern or gratitude for their challenges. It came across like a case of lack of empathy to many who worked with her. She was a few deviations further out from PS, which makes him seem more affable and approachable to the employees who are removed from working with him on a daily basis.
I don't get the HS hate when PS skates by. The lack of a real strategy comes from the top, not bottom up.
It's on us? We're short-staffed and core products are seeing no improvement...nothing I can do about that. I can't force them to hire and staff properly.
Not a fan of HS, but you can’t pin all of this on her.
we all have to take some responsibility, if you’re an unmotivated shIster just here to take your bi-monthly pay - either put on your big boy pants and do your job of just F off fast.
Many I know are doing the same. We all have a choice - Until HS is around nothing better than this. She brought a rotten culture to this company.
Get lost asap!!!
Great a cost saving opportunity here.
Hope you find a job soon!!!