NextRoll Reviews

CEO Toby Gabriner, please learn from your industry peers about to how to be a leader in a time of crisis. The following are not good optics for a CEO: Escaping to Lake Tahoe (stay home! public health crisis). Reading a children's book to us for "inspiration" which only proved your lack of empathy to those employees who were laid off and a blame others mentality. Shouting at us over a Glassdoor review (funny coincidence to the child (aka you) shouting in the children's book at the rabbit (aka us employees). Saying you are not profit driven in your decision making yet constantly talking about revenue in all hands. The best answer we received about the layoffs was from an Engineering all hands. Understand that we don't blame you/Board for layoffs (that's coronavirus' fault), we blame you for your poor handling/communications before/during/since the layoffs. Be an adult and treat us like adults. This is a simple request. The C in CEO should not stand for coward so please lead from the front so we can feel inspired and confident during this time of crisis.

CEO: Toby's true leadership colors have shown with how he handled the lead up to and the layoffs of 174 employees (30% of total). What a let down from our "CEO". Please treat us as adults and be transparent. Robot reading poorly written speeches did not create confidence or show that you cared about what was to come. You have lost employee faith. Unrealistic timelines for company wide initiatives: Leadership have ideas that sound good, but no idea how to effectively lead their departments to work together to create successful and on time launches. Examples of this are the delayed rollout of RollWorks and the delayed rebrand from AdRoll Group to NextRoll; delays to CPQ rollout; and delays to SaaS initiatives. Incompetent people in high places: The layoffs highlighted protection of upper management. This was an opportunity to push out certain upper management and show faith in the competent/tenured/company-driven lower level employee. Instead you chose to keep 99% of upper management. Leadership strongly needs to identify those SVPs, VPs, and Sr. Directors who are not competent department heads, and ultimately, not trusted by their own teams (or other departments). Lack of D&I at the top: There is a visible boys' club at the top. And it's uncomfortable. Salaries/Promotions: Salaries offered are lower than industry. Getting a pay rise/promotion can be hard, even for those who place in the highest performance brackets. Favoritism is shown. Other: - No 401k match - SF HQ location could be better/safer - After 12+ years this global company is still a relative unknown in the global tech space. - The company name is NextRoll. It has "troll" in it. - As shown by what has happened with COVID19, leadership had/have no contingency plan.