Ex-Verkada Salespeople Say “PIPs” And Firings “Common”
Verkada has prided itself in "hir[ing] great sales athletes." Like sports, getting "cut" at Verkada is commonplace, but at what cost to the company's culture and future?
Evidence is mounting that "underperformers" at Verkada are not a slim minority, as they are at most companies, but rather make up a significant number of its hires. The company regularly deploys "performance improvement plans" (PIPs) and/or fires sales staff, according to former employees, indicating a sizeable number fail to meet expectations.
In this report, we examine Verkada's practices for channeling out low performers in sales and what they mean for the company's growth and recruiting prospects.
Executive *******
***** ****-****** ********* ********* ** *** tolerate ***-********** ***** **** *** ****, Verkada ** ********** ***** ** **** workers *** **** ***** *******. **** former ******* **** ******** *** *** Mateo ************ *** ***** ******** ******** offices **** **** **** **** ***/** immediate ******* **** ****** ** ***** offices *** ***** ***** ***** **** one ** *** *** ********.
*** ** *** ****** **** *** spoke ** **** **** ** **** roughly **% ** *** ***** ********* in *** ******** ****** **** *** on **** ****** *** **** ** worked *****, *** ***** **** ** those *********** **** ********** *****. * Verkada ************ ******** *** **********, ******* it "*********** ******," *** *** *** respond ** *** ******** ******** *** more ******** ******* ** **** *** terminations.
***** ****** **** *** *** **** percentages *** **** **** **** "******" or "*** ********." **** **** **** the ******* ***** ** ******** ** firing ******* ** ***** ****. *** former *** ** * ******** ****** told ** **** **** "*********" *** any ***** ******** *** ****** ***** quotas ** ******* ******* *** **** employees ***** ** ***** ** **** failed *** ***. *********, ****** **** told ** **** ~**%-**% ** ********** met ***** ****** (******* ****** **** number ******* ********** ** *********** ******; Bravado *** ****** ******** ~**% **** quota ** *******).
*********, ****** ** ******** ********* ******* from ****** ********* ** ****** **** as *********,******,******,*****, *** ******* ******* *** *** of **** ** **** ****** *********** for *** ******* *****. *** ****** associate ******* ********* ****** ***. *, 2024, ** * *-***-**-*-**** ****** ** Glassdoor: "******* ** *** ****** *****."
******** ********* **** *** *********, *** past **** *** **** ** ********* challenging *** **** ***** *********,********* ** *** **** ****** *******. ******* ************ *******, *** ******* **** ************ ***** out ***** ******* ** ******** *** keeps **** *** **** ********** *** best *******.
******** ******* *** ********** ** ********* beneficial *** *********, ********* ******* **** employees *** ******* ** **** ************ can **** ****** *** **********, ** Verkada's ****** ******* ****. ******** ********* of "***" *********** *** **** ******** that *******'* ***** ******** ** ************* in *** ******* ******.
Verkada's ********
**'* **** *** ********* ** ******* publicly ** ******** *********** ******* *******, firing ********* *** ******* ** **** expectations *** ***** *** ** ****. When ***** ***** *** **% ****** for *** *** ** **** ** one ** *** ******** ******* ** Verkada, * ************ *** *** ******* said: "**** ** * ****** ********** ******! Your ****** ** *********** *********."
*** ************ ******* **** **** **** "***********-******* *********** ** ************ ******* ** employee *** ***** *******. **** * select ***** ** ******* **** ****** to ***********-******* *********** ** *********, ** whomever ***’** **** ******** **** ** sharing *********** ******."
*** ************ *** *** ******* ** multiple ******** *** ******** **** ** Verkada's *** ** ****, *** ********** of ********* *** ******* ****, *** often ********* *** ***** *** **** performance ******* ****, *** *** ******* percentage ** ***** ********* *** **** their ******. ** ** ******** **** the **% ****** ******** ** ******* was **** *** ** ******* ****** or *** ******* *******. ** * brief ******** ** *** ** *** follow-up ******, *** ************ ****:
The *********** **** ***’** **** ******** ** *** ********. Here is a breakdown:
- ********* *** ****** **** **** **-**% of **** **** *****,this ** *****.
- ********* *** ********** **** ******* ***** is “*********” *** ******* ***** **** one ** *** *** ********,this ** *****.
- ** *** ****** *********** ********** ******** for ***** **** ********* ****** *** past *** *****,this ** **** *****.
***** ** ******* **** *******'* ******** that ******* ***** ** *** ** "automatic" ***** *** ***/******, ** ** believe **** ** ********* **** ** Verkada, **** *******'* ******** *** ****** that ********.
"Miss *****, ** ***'* **** * **** *** ***"
*******'* ********* ******* *****-******* **** ************ **** ***** ***** *** **** Verkada *** **** ******* *******, *********** "hir[ing] ***** ***** ********" *** **** "if *** **** ****, ***'** **** of ** * **** ** *** miss ***** *** **** ** ***'* have * **** *** ***:"
**********
******** ** ***** *** ** **** and *********** *** ***** ********* ****** extensive ******* ** **** ***** *** challenging ******* *** ******* *********, ********* cutting *********** *** ******* ******, *********** in *$*.* ******* ***** ****** ************** *** ******* *** ******** *** other **** *** **** ********** ******* this ****.
*** *******'* ******** ** **** ********** inexperienced ***** ******* — *** *** frequently ****** **** ****** *** ******* athletes — *** ***** **** *** its ************* ********* ******* *** ******** in ********** **** ********* *** *** they *** ********* ** ********** **** calls **** *** ************* ****.
** ***** ****, ****** ******* ********* have **** ******** * **********-**** "***" culture, ********* **** ***, ******* ******* use, *** ****** **********. **** ********, as *** ******* ********** ******** *** either * **** ** ***, ****** reps **** **** **** **** *** company *** ******* **** ** *** behavior **** ** ****** **********. *** more:
- ******* ******* *********** ***** ****** ******* For $*.* *******
- *** ********* - *** ************* ******* Driving *******'* ***** *******
- "********, ****, *** **********" - ******* Sales ********* *** *****
- ******* ******* ***** ****** ** **** Call ******** **** *******
- ******* ***** ******, **************, *** ******** Challenges
- ******* *********** ********
High-Growth *********
****-****** ********* *** **** ********* ** sales ******* **** *****-****** ********* *** more ****** ** **** **** *** poor ***********, ********* ** * **** study ********* ********* ******** ******.*******, *******'* ***** ******** ** ****** quotas ***** **** ** *********** **** among ****-****** *********, ***** ** *** data ******** ** *** ********** *** the ******** ** *** ****** ****.
****, ******** ** ****** * **** resort ** ********* ****** *********** ** a ****** ** ** ******** ** quit, *** **** ********** **** ** positions ***** *********** *** ** ****** quantified, **** ** *****, **** ** positions ***** ******** ******* ***** ** more *********. *****, **** *** *** the ****.
******, ********* *** ******* ********** ******** performance, ******** *** ***** *% ** its ********* **** **** ***** ****,********* ** *** ******* *****. ******* ****** **** ********* *** also ***** *** ******* *** ** PIPs, ***** **** **** ***** ** a ****** ************ ** ******** ********* stress *** *******,********* ** ******** *******.
******* ** *** ********* ****** **** cause ********* *** ***** ******* ******, PIPs **** **** ***** ******** *********** ********** ***********.
60% ** **** ** **** *****
*** ** *** ****** **** ***** to **** ** *** ********* **** their ********** *** ** **** ****** to ******* *** **** ** ***********.
* ****** ******* ******* ********* ** one ** *** *******'* ******** *******, who **** ** **** ****, **** IPVM **** **** **** "**** ******" and **** "* ***** *** **** put **% ** ***** **** ** one" ****** *** **** *****.
***** ** ***** *** *** "***," the **** ******* "**** *** **********." With * "$***,*** ***** *** *******, most ****** **** ********* ****** $***,***," he ****. ** ***** **** ***** 15% **** ***** *****. ******* *** failed ** **** ****** ***** ** on **** **** ***** **** ********* the ***, ** ****.
********* ***** **** *** ** ** PIPs *** ********* ******* *** *** necessarily *** *** ******* *****, ** said. *** ****** ******* *** **** IPVM:
* ***personal ****** ** **** that I brought up to my manager and he had to tell HR. That's **** **** *** ** ** * ***. [I had to] either hit 80% or get fired. I hit it but that wouldn't have been brought up if I never said anything. So ******* ****** ** ***** ** **** ******** ** **. [Emphasis Added.]
"Churning *** *******"
*** *** ********* ******* ** "******** and *******" ******* *** ***** ******** with **** *** *******, ******** * cutthroat **** ***********.
"****** *** *** **** **** *****'* accounts ****** ** ***** *****," ** said, ****** **** ** ******** "********" or ********** *********** ** **** ********* getting ****** *********** **** ******. "** you **** *** ****** *** ****, they'll ***** *** ** * *** and ******* *** ******* ** ******* and **** **** ** ***** ** lead," ** ****.
*** ****** ******* ******** **** ** was **** **** **** **** *** not ********* **** **** *** ******* for **** *** **** **** ******** was ****** **********.
*** ****** *** ****: "*** ***** day ** ***********, *** ***** ******** came ** *** ****, '**** ** not * ***** *** **** ** for * *****. **** ** * place *** ***** ** ****. * hope * *** **** ** *** in * *****.'"
** *** ** "*** ***** ** the *******," *** ****** *** **** IPVM.
"Automatically *** ** ****"
******* ****** *** ** * ********* regional ******, *** **** ** ******* 2024, **** *** *** ***** ***** being *** ** * *** *** failing **. *******, *** **** *** enjoyed *** *** *** ******* *** product *** ******** *** *** ******* unfairly ** **********.
*** **** *** **** ** ***** colleagues ***** *** ** **** *** wasn't **** ** *** *****. *** added: "*** ***** **** *** ************* put ** **** ** ******* ***** on ***** ***********, *** **'* ************* based ** *** ******* ** ****** through **** *** *********** ********* *** the ** ****** *** ***** ** only ******* *** *******."
"It's *****"
*** ***** ****** ********* *** **** in *** **** **** ** **** as ******* ****** ******** *** **** in ****, ********* ** **** **** PIPs *** ********* ******* *** ******* to *** ********* ************ **** "******," but **** *** *** **** *** practice ********** ***** *******'* ***** ******** on *****.
********* ** ******** ****, ************* **** ** *** *,***-****** headcount ** ** ***** *** ** has ***** **** ****** ** **% over *** **** ****, *** ********** point **** **** ***** ********* ****** over *** **** ******.
** ******* *** ******** ****** (*,***) is ****** **** *******'* ****** ******* employee *****, ** ******* *** ******** told ** *** ****** **** ***** actual ********* ** ****** ** *,***. The ********** ** ******* ** ********* from ********** *********** *** **** *** updated ***** ******** ***** **** ** not **** * *** *** **.
*** ** *** ****** ********* **** PIPs *** * ******** *********** ********. Previously, *** ******* **** ***** "****** on *** ****," ** *** ****** employees ****. *** ******** ****:
**** * ****** ***** **** **** to **** ******** *** ** ********* walk **** *** ***** ***** ***fire ****** ** *** **** - folks would just grab whatever they had on their desk and be escorted out. [Emphasis Added.]
**********, *** ******* ***** ** ***** PIPs *** **** **** "*** ********," the ****** ******** ****. *** ****** employee **** **** *********, **** *** immediate ****** *** ******* *****, **** not ********** ***** *** **** — "it's ***** — *** ***** **** at **** ********.
"* ***** *** **'* **** ****** in *****-***** ******** **** **** * lot ** ******** *** **** ****** checks *** ********," *** ****** ******** said. ******* ****** ************** **** ****: "The ***** *** ***********, *** ** ** was ****, ******** ***** ** ** sales."
"Sneaky ***"
****** ******* *************** **** ** *** routine *** ********* *** **** ***** for **** ***********, ********* ***** *** were ***** ****** ** * ***, not ** ******* *********. ******* ** the ***** **** ******* **** **** the *********** ** ********* *** ********.
** **** ****** ******, ******* *** also ***** ********* ** *****-** ******, especially ** * ******* ******.
"**** ********* ********* *** **********," *** former ***, *** **** * ******** office **** ****, **** ****. *** rep **** **** *** ****** *** not *** **** *** ******* ******** "go ** ******* ****...** *********."
*********, "** ***** *** ******* **** of ***** ** *** ******* ***," the ****** *** ****.
****** *********** **** ********** **** ********* may *** ***** *********** *******, ****, and *********** ** * *****-****, *****-***-***** alternative ** *******. ********, ******-***** ****** consultant ***** ** ******** ** ******** 2022 ***** **** *** ********* **"*** '****** ***'", * ******** *** *** ********* to **** ***** ** * ********.
*** ***** **** * **** ** a "****** ***" ** "***'** ***** had *********** ****** *** *** ******** having '*********** *************. *** **** ***** has ******* ** *** ******."
******* ************ ** ***** **** **** it *** ****** "******** *********" ***** with *** **** ** *** **** industry *** **** ** *** ***** planning ** ****** *** ****** ****, a ******* **** ********* ** ********* posted** * ******* ****.
** ***, ******* *** *** ********* any ******* ** ****-******* *****, *** it ** ********** ** **** *** grow *** *********. *** ******* *** 124 ***** ******** ****** ** ********* ****.
Online *******
********* ******* ****** ** ****** ****** recently ******* *** ******** ****** ********* gave ** **** ***** *******, ****, and *** *****-****-******** ********** ** **** hitting *****.
* ***., **, **** ****** **** a ****** ******* ********* ** *** Mateo **** **** *** * "*** experience," *** ********* *** *** *******:
**** *********** ** ** *******:if ***'** ** **% ** **** *** * *********** ******** **** *** ******* *** ** ** ****** ** ******* ** ******** * ****** ******* **** *** to confirm and set expectations, if rep is 3 consecutive quarters 70% or less then on their fourth quarter they need to hit 80%+ or they will be terminated. Also, they constantly deny unemployment and often ** *** ***** *********. [Emphasis Added.]
** ******* ****** ** *********, ****** Jan. **, ****, * ****** ********** account ********* ****** *** ******* "********* and ****," *** ****: "***** ********** lie *** *** **** **% ** sales ***** **** ***** **** **'* closer ** **%."
* ******* ******** ******* ** ****** Jan. **, ****, **** **** "******* the *** ***** *** ******** **** I *** **** * ****** *** could ** *** ** ** *** time." **** ********* **** ***** **-**% of **** **** ******* ***** ******.
"Why ** **********?"
*******, * ***** ********** *****, ***** an ******** **** ***** **% ** reps *** ******* *****. ******** ****** reps ******** ** *** ***** **** turnover *** "****" *** "***** ********" was */** ** */**. ** * discussion **** ** *** ****, * sales *** ********* **** ******* ********** "are ** *** *** **** ********** recruiters ** ** *** ***** ***." The *** *****:
*** ** **********? *** ********** *** employees. * ****** **the ******* ******* ** *** *** a few years ago and we were not like that, everyone **** ** ** *** *** **** ****. [Emphasis Added.]
* ****** ******* *** ******* **** they've ***** *** ****** ** "******* saturated ***," *** **'* ****** *** sales **** ** **** *** ***** than ** ***** ****. *** ****** rep, *** ******* ** **** ****** at *** *******'* ************ *** ***** ago, **** ********* ** *******'* ***** terminations.
"**** ***’* ******* ** ****," *** rep ****. "*******, **** *** *** at *** ***** ** *** ******* for ******* ***** **** **** ****."
**********
*******'* ******* ** ********* ******, **** in * ******* ******, ** ************** given **** *** *******, ******* ** 2016, ** ********** ******* *** * sale ** ** ***. *** *** aggressive ***** *****, ********** ********* ** "churn *** ****" ** "****** ****"-****, cannot ******** ************.
** ****** ****** *** ** ********** with ****, **** ********** ****** ********** and ********** ** ********* ************, ********** expectations *** ***********, *** ******** **** having *********** *** *** ****** ****** significantly. **** ****-********** **** *********** **** disparities ** *********** ***** ** *** territory.
** **%-**% ** **** *** *** making ***** ******, ** ****** ******* employees ******, **** *** ******* *** a *********** ******** ******* ************ *** reality, ** ** ** ********** **** with * **** ****** **** ** wants ** *****.
** *** ****** ******** ********, ********** is ******* ******** **** ********* *** Verkada ** *** ******** ******** **** traction. ******* * ***** ** ********, the **** *** *** ***** ****** may *** ***.
******** *** ***** ********* **** ** take ******* **** ******* ********** ** the ******* **********.
*******:******* ****** ***** **/* *** ******** Live **** *******
******* ** *** **** **** ** Motorola…they ***’* **** ********* ****** ******* they’re “****”…*** **** ** ***** *****. The ***** ****** ****** $*** ** get *** *** ***. *********.
***, * ** **** **** **** eventually ***** *********** *** ************... * think *** *********** ******** ** *** aggressive ****** * ******* ** ** the ***** ** **** ** ******* to **** ** **** ******. *** sustainable ** *******'* ***** ****** ********?
****, ** **, ** *** **** of ** ******** *******. * ******** the **** **** ******** *** * really *** *** **** ****** ** culture, ***** *** ****, ***. ** doesn't ****** ** ** ******** **** that ***, *** ******* ******** ** a ****** ******* **** ******** *** actually **** ** **** ***** ***** employees ***** * *** ** ****. No ***** **** ***** *** ***'* have **** *** *************** *********, *** when **** **** ** * ***** to **** ************* ****** *** **** keep ***** **** **** ** *** top (*** **** *****), **** *** high ***** **** **** ****** ** present. **** ****** *****'* ******** ** at ***, *** **********, * ***** there *** ****** **** ** **** a ******* ** * *** **** actually ***** **** ****. **** ** definitely *** ******, *** *******'* ********** will ****** ** ******** ******* *** year's **** ***** **** **** * change, ** **** **** **** **** change.
*** **** ** ** ******** *******
***** * ***** ******* ******* ** various ********* *** ******* *********, * am ****** ** "********" ** *** right **** ***** **** *** ***** that **** **** ********** **** *** of ** *** ******* **** **** wrong.
*******, * ***** *******'* ***** ********** the ********* **** **** *** *** deciding ************ ** ******** *** ***** of ******* ** * ********* *****. The ************** ** **** ****** (*.*., an ********) **** *** **** ******* value *******'* ******* *** ****** **** over ******* ******** *** ******** ******** they **** *****.
*** ****** ********* ******* ********* ****** Feb. *, ****, ** * *-***-**-*-**** review ** *********: "******* ** *** Hunger *****."
*** ***** **** ******** **** *** the ***** *******: **** **** ****, Austin, ******, *****, *******, ******, ******, etc. ******** * ** *** *********/*** Mateo. ***** ******* ******** ** *** sales *** *** ******* ** **** call *** **** *** **** *** the **** **** ** * ******...
** *** **** ** ********, ***** company ** *** ****** ***** *** invest **?
* ***'* **** ******* *** * have ** ******* *** *** **** drive *******.
**** ** ** *** "************ / consultative *******" - ******* **** *** not *** **** ***'* ********* *** it.
** **** ** *** *** ******, it **** ** *********** ** *** how ***** ** *** "*******" *******.
**** ** ** *** "************ / consultative *******" - ******* **** *** not *** **** ***'* ********* *** it.
******* -"********** **********": ******* *** ******* ****** / ***** ***** **********
*********** ***** ***** ******* **** ** the *** ******. *** ***** ******* salespeople ********* ********* ** *** **** better ******* **** ** **** (*.*., education) **** **********. **** **** ****** the *** ****** ** ********** ** why **** ******* **** ** **** more ******** ** **********?
****,
**** ****** ** **** *** ****, IT *** **** ******* ********* ** the ****** *******. ** ** *** the **** ***** ********* ** **********, Verkada **** **** ******* *******.
*'* **** *** **** **** ***'* have ******* ****** **** * *** of *** ********** ******* *** ***** (the **** ** ********** ****** *** easily **** *** ************ **** ** Enterprise ********)
*** **** * **** *** ****** "Consultative ******" * **** *'* *** talking ** *** ****** ******* *** sale.
************ ****** = ***** *****.
******: **** ******* *** **** ***** to *** *** **********:************ ****** = ***** *****
**** *****’* **** **** *** ********* against ***** ****. *****’* * ***** of **** ***** ******* ***** *** hustling ****** ********** ******* ******* *** world ** ** ****. **’* *****. Through **** ******* ****** *********** *** underperforming *** ********* *** ** ** step ** **. ****’** *****. **** immediate *** ** ** ******* ** opening *** **** *** ****** **** hustle, ****** ************** *** *********** ******* that ****’* **** ** ** **** differentiators. ****’* **** ********* ***? **’** spent * ****** ******** ********* *********, lowering ************, **************** ****** *** ******** and ****** ***********, *** ******* ********** excellence. **’* ******* ***** *** ****** to ***. *** *** ** ********** has ******* * ****** *** ******* to ** **** **’* *****.
******: **** ******* *** **** ***** to *** *** **********:*** *** ** ********** *** ******* A ****** *** ******* ** ** What **’* *****.
**** *** *** ******* **** **** are ****** *** **** **** **** they **** ** *******?
*'** ********** **** **** ****** ** warehousing- **** ***** ** **** ******* as ********* **** *** *** *** underperformers. *** ** **** *** ****** process ******* **** **** ** *** workers **** ** *** ******* **** are *** ******. **'* *** (****) warehouses *** ** ****** "***** ** the ****" ******* **** ******* ******- they ********* **** **** *** **** the *** **********.
*** **** *** ***** **** ***** be **** ** *****- ** *** hiring/training ******* ***** **** **** ********, but ** ******* *****, ** ***** similar.
****** *** **** **** **** **** need ** *******?...
**** ***** ** **** ******* ** necessary **** *** *** *** ***************
*** ********* ***** *** **** *** are ********** ******* **** *** **** quite *** *** **** ***** *** have *********** ******* ***** / **** / *****. -*** ********* - *** ************* ******* Driving *******'* ***** *******
*******, ** ***** ** **** *********'* turnover **** (**** ** *** "*********" account **********) ** *** ****** **** the ******* ******* ********* ****.
******* ****** ******** ****- *** **** of ***** ****** *** ********* ******* that **** **** ***** ** *** hired, *** ******* * *** ****** salary *** **** ***** ***** ****, be ***********, *** **** ***** *****, free ****** *** ** **…*** *** while **** * ***?
******* ** *** *** ********. *** everyone *** ** ******* ** ******.
* ***’* **** *** *******, *** I ** ******** **** ****. ******* is *** **** **** ** ********…**** don’t **** ********* ****** ******* ****’** “nice”…and **** ** ***** *****. *** sales ****** ****** $*** ** *** off *** ***. *********.
*********: *** ****** ***** ** *** old ***** ****** **** ****** ** sell *** **** **** ****** ********* and ********…* **** **** *’* ******* to * **** ***** *** **** these ******.
******** *** ***** ********* **** ** take ******* **** ******* ********** ** the ******* **********.