- Long Term Incentive Program with a three year payout with no prior knowledge of the metrics used to determine payout, with no floor and a hard cap. Why...?
- Toxic leadership at the time. This has allegedly improved after the Baker Hughes "acquisition".
- Lackluster leadership with no one who was both visionary and good at execution.
- No focus. Tried to sell to too many industries, and couldn't decide if it was a services or a product company.
- Entirely sales (read: bookings) focused. Try building a product that has to do everything, with no budget, in a week. Good luck.
- It tried to be a startup, but kept running into issues with being a part of GE. I never understood how that was supposed to work.
- Geographically dispersed team (40 people in 10 locations!). This was explained with a laughable "We need to be everywhere, just like our customers." That's not how collaboration works, and isn't how successful companies are built.