I told HR I was having a baby on a Friday and they restructured me the following Monday. - Account Executive Leap Employee Review

All meetings are recorded so I am open to being corrected on any of my points that I bring up. Also reviewing some of the leap stand up meetings and comparing them to the JobProgress ones may help upper management better understand some the issues internally. I was mislead during the interview process. I was told that 90% of the account executives hit their quota every month. This was a lie. There was 1 month when 37% of the AES hit quota. I was told that I would get 10 hot leads per month and the rest of my demos would be set by my SDR. This was a lie. I received less than 10 hot leads in my 6 months as an AE at leap. My SDR was best described by my manger as a gif of a monkey trying to use a computer and he succeeded in setting 8 demos twice. Very few demos were actually qualified and my SDR was later dismissed for his inappropriate behavior at a conference. I would love to get specific but I won’t. I was told that it would take 4-5 months to get me to the senior AE role. I took a pay cut to come to Leap so this was a big deal to recoup some of the lost revenue. This was a lie. There are 4 other members of the AE team with extensive in-home sales experience with far superior SDRs. They achieved 66% of quota on their best months. Becoming a senior AE was a pipe dream and my manager withheld that information from me during the interview process. Another con is that they are terrible at training and communication is nonexistent. I come from the tech side of the Roofing space. I have 0 in-home sales experience. I made this point clear during the interview process. I was told this would not be an issue. It was. To be successful at Leap you need to have a comprehensive understanding of both the product and the 6+ verticals they sell to. You also need to understand how the contractor sells their preferred trades. Each contractor can dabble in any or all of these verticals so you have to use the proper verbiage they use. You also need to know all of the technologies they incorporate into their business and how they use them. You also need to be cognizant of the technologies that specific manufacturers supply their contractors with. Unless you can confidently ask a contractor how they measure windows combined with first hand experience with Provia, Leap is not for you. Leap is not for you because there aren’t any playbooks. There isn’t a glossary of terms. Training consists of a junior AE being paired with a Senior AE. The expectation is that through osmosis the junior AE will learn all they need to know to effectively replicate what the senior AE has demonstrated. The problem with this is that every demo is different. Each vertical has little but important nuances that make it difficult to train new hires. Without comprehensive training materials for new hires with little in-home sales experience, it is a daunting task to build a pipeline and even more challenging to achieve a fraction of one’s quota. Another con was my manager. He is a closer. He is not a manager. He could sell sand at the beach, very successfully, but his managerial acumen is lacking. He realistically should be in charge of enterprise sales. He would regularly show up late to demos that I was required to invite him to. This is possibly due to my low contractor show up rate when setting my own demos early in my stay with leap but this was a team wide experience. He would also make decisions for the AE team that would impact other sales departments. Because the lead flow was nonexistent, he would command AEs to set their own demos. AEs are not paid to set demos but SDRs are. Setting cold demos from the limited lead pools takes away from the potential SDRs have to make money from. When I started having my SDR set all of my demos, even the ones that I initiated, my manger criticized this practice stating that this would make my SDR lazy and less motivated to work. Being an SDR is a grind and I thought helping getting him paid would be well received. It was not. My manager also instructed me to make offers that were not approved by the manager of a company Leap acquired. During my last month at Leap, I worked with JobProgress. I was told that any contractor that signed up through a demo I set, would get 1 month free of JobProgress management fees. When I brought this up to the AE I was training with, he was completely unaware of this offer and I ran the risk of baiting prospects without the ability to actually offer this. To the best of my knowledge, the sales manager at JP was not consulted on this initiative. My last complaint was that 1 on 1’s were a nightmare and unproductive. I’m not asking for false praise but walking into a hostile environment paired with 0 positivity isn’t motivating. This is an accepted piece of his personality, among the team, but I have never experienced this at previous organizations. The biggest con was that Leap has the worst attitude of any organization that I have ever been a part of. The product is literally the best in the industry. It is so far ahead of everyone else that it is laughable. And that’s the problem. The feeling at leap is that contractors are stupid for not buying. Leap feels like it is doing them a favor by demoing them. Likes it’s entitled to their business. And it’s true. It is. But regularly calling prospects idiots for not buying is the root of why leap will fail. This entitled mentality is a cancer. It’s why the phones aren’t ringing. They produce beautiful content and are confused what contractors won’t stumble across it. They ignore the need to establish a referral program with a contractor base this is willing to do hour long interviews on how Leap has changed their business and their personal financial outlook. They do not have champions. Leap is the best kept secret in the construction industry and that is not a compliment. Leap is the MySpace of roofing technologies, destined to be usurped. For anyone who has read this extremely long winded list of complaints, my last con is that they do not offer stock options and severance. It is well known internally that I have a new born on the way. It is the reason I was unable to travel to team events because I fear getting my wife sick. Leap restructured me in my wife’s third trimester which makes me relatively unable to seek new employment. I am not suggesting that they restructured me because of the birth of my son. The title simply describes the timeline of my last three days as a Leap employee.