The culture sucked at Ogury. Maybe it's better now, but I wouldn't know. I'm going to explain why the culture fell apart so that people can think for themselves about whether the conditions that made the culture suck still exist. If they do, maybe steer clear ... or change it.
It starts because Ogury took on a lot of money -- close to $100MM (see crunchbase). Because of this, Ogury owes a lot of money.
Amidst all of the fundraising, Ogury got comfortable with spending a lot on parties, people, and acquisitions (which didn't go so great, see Adincube). All of this put more pressure on the company to perform well.
So the company chooses to staff up more heavily in sales, because "salespeople = revenue". Which is true, until your product is no longer relevant in the market.
But, updating the product (quickly) to meet the needs of the market is super expensive and difficult (and they owe $$). So the company goes for a good ol' rebrand. Yep, that's where Ogury takes the same product, adds/kills a few inconsequential features, comes up with a new buzz-wordy name, stamps it on every piece of content that goes out the door, and calls it innovation.
The growth expectations don't change though. Because money is owed, growth is the only way to keep moving forward.
So what's left is basically this:
Sellers are in a bad spot because they need to sell through a product that doesn't fit. The goals are absurd and they have the golden handcuffs, so they are incentivized to sell whatever they need to to get a deal done. Even if it's made up. Alternative is to get fired from the highest paying sales job they'll find. So, it's hard to blame them for selling through bad deals.
Regardless, the other teams get screwed by this, because they need to pull the levers to make the campaign work. They have tons of pressure to get the revenue, because if the deal is sold and CS/BI can't make it work, you know management AND the seller will be pointing fingers at them. Same thing happens for supply: their offering sucks, so they can't get the inventory they need to meet the unrealistic expectations of the sales team.
People end up feeling overworked, unrecognized, "between a rock and a hard place" and ultimately miserable. They quit, Ogury claims it was a "people problem" all along (cites the deserters as proof), and the merry-go-round continues.