Call Center Vibes, Clueless Leadership — Proceed With Caution - Sales Development Representative (SDR) Sage Employee Review

2.0
23 Apr 2025
Recommend
CEO approval
Business outlook

Pros

The only saving grace is the camaraderie among fellow SDRs — you’ll bond through the chaos. Pay can be decent if you hit quota, which depends heavily on your vertical and a fair amount of luck.

Cons

Leadership is an absolute mess. Most frontline managers are new and don’t understand the processes or rules of engagement, which they’re supposed to enforce. Senior managers are combative, condescending, and quick to belittle reps publicly. Morale suffers constantly. The SDR director openly encouraged lying during a training session attended by 80+ reps — pushing outdated, bait-and-switch tactics that make you feel more like a scammer than a professional. Internal communication is broken, and collaboration across teams is hostile at best. It’s basically a call center now. Expect relentless call volume expectations and a constant sense of being disposable.

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Sage Response
1y
We appreciate your feedback and have taken note of your concerns. Your insights will be considered as we continue to enhance the colleague experience at Sage. We wish you all the best in your future endeavors and thank you for your contributions during your time with us.

Explore other reviews about Sage

5.0
5 Jun 2026
Recommend
CEO approval
Business outlook

Pros

They will work with you and teach you everything you need to know and help you as long as you help yourself and meet kpi but they help you meet it

Cons

No cons to add at this time

2.0
8 Jun 2026
Recommend
CEO approval
Business outlook

Pros

was hired as remote and get to have that honored, but have been openly told no career progression because of remote status. decent pay

Cons

Leadership instability: Seven manager changes during my relatively short tenure. Unrealistic targets: A sales quota set at 1,100% growth (not a typo). Slow product development: Getting anything actioned on the product side takes far too long. Product management turnover: Three product manager changes, resulting in no meaningful deliverables in over three years. Misaligned hiring priorities: Greater emphasis on DEI optics than on hiring people positioned to drive growth. Internal vs. customer focus: More energy spent on internal events than on product enhancements. Lack of accountability (the biggest issue): No one takes ownership. Responsibility gets passed around constantly — for example, client cancellations going unprocessed because they impact someone's numbers. Managers have openly encouraged pushing the work onto someone else rather than handling it.

1
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Sage Response
1w
Thank you for taking the time to share your feedback. We’re sorry to hear about the challenges you’ve described around leadership continuity, targets, growth, and ways of working. We recognise the impact that stability, clear accountability, and achievable goals can have on the day-to-day experience of our colleagues, particularly within sales and customer-facing roles. We shall share your feedback with leaders for their visibility as we continue to evolve how we support our teams to truly thrive at work. If you have any additional insights to share, please leave us more feedback via our internal Always Listening forum or through your manager. Thank you again for sharing your perspective.
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