Not A Place For Professional Sales People - Anonymous employee CoConstruct Employee Review

3.0
19 Sept 2018
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Very deep product that helps the target audience have more efficient business. Day drinking is allowed and often encouraged. The employees are good people.

Cons

The HR department is tasked with finding experienced professional sales people and once those people are hired they are treated like children. There are insane metrics for activity that is derived from a mathematical formula dreamed up by the micro managing CEO. Every minute of working time is accounted for in the formula with one lunch break and two 10 minute breaks. The level of activity is boiler room high and tracked publicly. In the sales department independent thought is not only discouraged but simply not allowed. The month to month sales pressure is insane and never lets up. Despite some attempts by former and current management the CEO keeps his hand tightly on the reigns of the sales department and has no qualms about firing and replacing anyone. The commission plan changes regularly as does the focus of the the company. This sales floor is classic 1990's boiler room metrics driven environment. Professional sales people should stay away...far away. The sales jobs at this company would be best filled by very young and inexperienced individuals who need to learn about sales.

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CoConstruct Response
7y
Hi, this is Donny, CEO and Founder at CoConstruct. The quality of our sales team and the respect with which we treat them is really important to me, so I wanted to respond personally on this review. I’ll break this down into the three areas of schedule, metrics, and “professional” salespeople. First, regarding the schedule, when I see a review, I always try to put myself in the reviewer’s shoes to see what is “clear” to me could be misconstrued elsewhere. But, in this case, I can’t find any way to explain these comments about a lunch break and two, 10-minute breaks. It’s simply false. Our salespeople don’t clock in and out. There’s no schedule set for start time, end time, or breaks. We hire professionals who manage their schedules to reach their goals. Other than a daily huddle at 9 AM and a couple of other standing sales meetings during the week, our sales executives’ schedules are defined by them. Second, we do watch a lot of metrics. Sales is an art, but the math helps you know where to focus your attention to get better. Are you able to get the first call, but not get them on a demo? Or do they do the demo, but not buy? The metrics are a tool to give our sales team insights to reach their personal goals. If anything, when I go to the sales standups, I hear requests for more *more* metrics, since they are focused on finding ways to improve (and make more money). Now, having said that, when a salesperson is having performance issues, we do have to set targets around various activity metrics, since we know what activities lead to sales. If someone is struggling to reach their sales goals, we have to help by focusing on the steps in the sales process to diagnose the issue. If the salesperson then refuses to focus on any areas (or insists that he has all the answers, despite low sales results), then the activity metrics often end up getting the blame. But, the real issue is either around someone whose skill or attitude isn’t a good fit for the team. Finally, I do take issue with the comment that CoConstruct isn’t a place for “professional” salespeople. If you look at our sales floor, I guarantee you’ll find more sales experience than any company of our type. We’ve got people in their 20s up to people with a multiple of that age with decades of selling experience -- and it’s great. We just have to acknowledge that there are different types of sales, and being a professional in one doesn’t always translate to another. For example, we’ve found that sales professionals in the cell phone market aren’t a good fit for us. Selling a mostly commoditized product to someone who walked into a store is different than doing a consultative sale to a busy business owner who is looking for software to make her life easier. You can be a pro at one, and struggle with the other, especially if you’re aren’t open to learning from those around you who do have experience at that type of selling. Having said all of that, I hate when someone is struggling on the sales team, loves working at the company, but, even after months and months of coaching (far more than most companies would do) can’t get his sales results on par with his peers. We continue look for what we know are predictors of success and incorporate that into our recruiting process. That way, we can make sure that we’re bringing in those folks who we know are most likely to succeed and avoid disappointment on everyone’s end down the road.

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2.0
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CEO approval
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Pros

-Great culture -Very nice teams -Great product -The company really values its customers

Cons

At any time, the firing hammer can come down, it's unpredictable and somewhat baffling. In my time with CoConstruct I've seen at least a dozen people fired for what appeared to be no apparent reason (and a couple people who I considered friends told me later that it was for no "good" reason, mostly stuff made up by the CEO). Supposedly, there is supposed to be a performance improvement timeline when someone is under-performing (this is what we are told anyway) but to my knowledge has been sparsely implemented - just something the CEO says to make you feel more safe in your job. It's a great place to work, but I am looking for a new job ASAP after the last batch of firings because they came as such a shock, and I am now quite confident that the CEO is much more concerned about money than fairness to his employees. Not to mention it's hard to trust a CEO who built a company from nothing for 10 years, then sell the majority of that company to a private equity firm. Apparently 100% growth each year and yearly earnings rising extremely fast wasn't good enough for him.

8
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CoConstruct Response
7y
Hi -- This is from Donny, Founder and CEO at CoConstruct. I actually saw your review after we had our monthly company-wide meeting in July, where I personally walked everyone through how we handle terminations. The vast majority are done with a formal Performance Improvement Plan process, which makes expectations very clear about what needs to be corrected. I also discussed how there are times when we skip that process, yet still handle it fairly, often because it’s a matter of something very serious like harassment, inappropriate behavior, or something that puts someone at risk. Fortunately, those situations are few and far between. But, as I mentioned at the meeting, because we handle these things confidentially, it means it can look like a surprise when someone leaves the company, simply because we’ve done a good job of respecting them by not leaking details of the situation. It sounds like some people you’ve spoken to may not think there was a “good” reason for them to leave the company. Again, because we treat these situations confidentially, they have the liberty to share their viewpoint without the company being in a position to offer a counterpoint. My hope by addressing this in a straightforward manner in a meeting was to alleviate any mystery around the structured process of how someone could be terminated. It’s an unpleasant situation for everyone, but the process itself shouldn’t be a mystery. I am perplexed by the characterization of a “batch of firings.” I don’t even need a full hand to count on my fingers the number of people who have been terminated in recent months. While I’d prefer to not have any of these situations arise, the number of cases has been very small. I also wanted to share a couple of thoughts around your perception that I care more about money than fairness to employees. Given the context of responding to this review, simply stating that I care about fairness to employees probably doesn’t carry much weight. But, let’s pretend that I did care more about money than fairness… recruiting new employees is expensive. We pay staff members who are dedicated to recruiting. We pay to advertise. We take time away from other activities to interview. There’s time spent paying salaries to new hires while we train them and get them up to speed. And, CoConstruct is very selective in our hiring, which raises those costs even more, since most applicants don’t receive job offers. So, it’s extremely costly to terminate someone and then repeat that process to fill their position. Setting fairness aside, if I cared primarily about money, then it’s all the more reason why terminating someone would be a last resort. Finally, it’s personally important to me to address the question of whether sharing ownership with a private equity firm, even with us having a very high growth rate, “wasn’t good enough” for me. That’s akin to receiving a wedding invite and saying, “well, I guess dating wasn’t good enough for them.” Having something good, and committing to make even more of it, isn’t automatically a bad thing. Our team does an incredible job of crafting great software and taking great care of our clients. Most homebuilders and remodelers do not have an all-in-one system like us at all -- and their businesses will be better off if they do. And as proud as I am of what we accomplished in the 12+ years when I bootstrapped CoConstruct and was the sole owner, I’m even more proud that we’re pushing to the next level to bring our system to even more people, faster, to end the chaos in their days and to create rewarding building experiences for them and their clients. Again, I hope the meeting that we had just a few days after your post helped give you a different perspective on your concerns. If not, though, if you don’t feel comfortable coming to me to discuss the concerns, I hope you’ll consider talking to one of our HR folks. Our HR team keeps conversations in confidence, and is directly involved in any performance management issues, so they have any details you’d need to feel comfortable in the security of your position with us.
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