Caution if you are exploring a sales role. - Sales Director Slalom Employee Review

2.0
Oct 30, 2020
Recommend
CEO approval
Business outlook

Pros

Brad Jackson is a thoughtful leader who is constantly learning and working to make Slalom a multi-generational company.

Cons

If you are thinking about a sales or sales leadership role at Slalom there are a couple of considerations that I can share with you. 1) My experience is that Slalom does not have a sales culture. Make sure to ask a lot of questions about the support you will receive in a team selling model. Will your manager support you ? 2) Slalom's compensation plan and benefits package is from the 90's. Read closely. Earned bonuses or commissions are discretionary. Read the compensation plan closely and make sure you are comfortable with it. 3) Slalom sides with the company if there is a bonus/commissions dispute and will look for ways not to pay sales.

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Slalom Response
5y
This is John Tobin. It is very likely I met you before, and I would encourage you to send me an email at johnt@slalom.com to set up a time to talk, so I can better understand your exact situation. I will tell you that a large group of people in the Seattle sales team had their best year in 2020 and they were compensated very well for that. Alternatively, if you’d like to share more feedback anonymously, please consider doing so via this survey: http://slalom.ws/anonsurvey.

Explore other reviews about Slalom

5.0
Apr 25, 2026
Recommend
CEO approval
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Pros

Work life balance is great

Cons

Pay for roles should be higher

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2.0
Jun 11, 2026
Recommend
CEO approval
Business outlook

Pros

•There is an impressive budget, especially for high-level events, ancillary experiences, client giveaways, and premium swag. Management does not hesitate to fund top-notch brand experiences when needed. •The company offers a highly competitive benefits and perks package that remains a strong selling point.

Cons

•The "fiercely human" core value does not match daily operations. Collaboration is routinely replaced by a self-service model of training videos and help articles. •These recurring shifts are designed to manufacture the appearance of fiscal stability for the benefit of external stakeholders and clients, while leaving core operational deficits unaddressed. •Organizational maturity is low. Teams operate in deep silos, the internal tech stack is outdated, and there is a distinct lack of adequate project and event management software.

2
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