You should probably avoid… - Senior Delivery Manager Version 1 Employee Review

1.0
13 Nov 2025
Recommend
CEO approval
Business outlook

Pros

You will get a chance to work with some amazing people who, unfortunately, are being treated appallingly by the company.

Cons

Very poor senior management, many of whom appear to be their positions by dint of being in the company for a long time, rather than their leadership/management ability. Toxic blame culture, where mistakes are repeated over and over again. Fresh resources are thrown at projects/customers when the previous incumbents burn out & quit. Rather than addressing the core issues, fresh meat is thrown into the meat grinder in the hope of a different outcome. The promotion and salary review process is a mystery. Many of the staff have not had salary uplifts in 3+ years, meaning that there are so many requesting salary increases, the company does not have the budget to cover all requests. Instead all requests enter a mysterious process - with ill-defined success criteria - every quarter, and a decision is churned out. That decision is typically a “no”. Quarterly reviews are a drain on everyone and end up being pointless. Supposedly a “great place to work”, but I saw little evidence of that in my time there. If you value your health and wellbeing, avoid this company at all costs.

Explore other reviews about Version 1

5.0
4 May 2025
Recommend
CEO approval
Business outlook

Pros

Great place to work with good work culture and amazing leaders

Cons

There are no Cons only Pros

1.0
23 Oct 2025
Recommend
CEO approval
Business outlook

Pros

The company has talented individuals in Europe and a solid delivery foundation. • Some strong relationships with Oracle in EMEA. • Opportunity could exist if Version 1 ever gets serious about properly investing in the U.S. market.

Cons

No genuine U.S. presence or strategy. The company is almost unknown in North America, yet leadership expects instant growth without brand support, marketing, or resources. • Promises made, not kept. I was recruited with the understanding that I’d lead U.S. Oracle sales and have a team built around me. None of that ever materialized. • Unrealistic quotas and constant changes. Quota doubled midyear with no additional support or territory. • Leadership dysfunction. Roles, accounts, and territories were reassigned arbitrarily — often to overseas reps unfamiliar with the U.S. market. • Poor alignment with Oracle. Leadership rarely engaged with Oracle’s U.S. executives or partners, leading to lost opportunities and credibility issues. • Micromanagement without accountability. Decisions were made from abroad with little understanding of local dynamics or what it takes to win here.

3
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