HubSpot reviews

-VERY steep learning curve. You are expected to know the ins and outs of the CRM, Marketing Hub, Sales Hub, Service Hub, Operations Hub, and CMS Hub, as well as multiple tiers for each Hub (Starter, Pro, Enterprise). In addition to this, you have to learn a multitude of use cases for each hub based on industry and business type, and conduct your own demos to multiple stakeholders 90% of the time. You will only get SE support with a demo if the deal is above a certain dollar value. -Senior (Exec level) leadership is very disconnected from the sales team, and relies heavily on middle management. -Be expected to do A LOT of cold prospecting (calls, emails, LinkedIn). Activity is tracked daily and can be seen by everyone in the business, and minimum KPIs must be met. There is currently little to no inbound demand. -Reps are given a list of accounts when they join. Most of these accounts are of poor quality and have been previously prospected into by other reps dozens of times with automated email sequences, so your messages are likely to go to spam. You have the option to swap out your accounts at any time for accounts in an open territory, however this open territory is visible to the entire sales team, so it’s likely that all of the good accounts have already been snapped up by other team members. -Despite previous layoffs and low demand, HubSpot continues to hire more sales reps and is filling teams to the brim, which means newer reps get given poor quality territories/accounts, and most of them end up leaving the business after the 12 month ramp period is over. Reps are forced onto PIPs if their trailing 6 month attainment is too low (which is often the case due to poor demand and small average deal sizes).

The role has changed significantly over time, with expectations increasing year after year. One of the main requirements is completing 80 connected customer calls per month. These can be repeat conversations with the same customers or different ones, but the emphasis is on hitting the number. From a customer perspective, this approach can feel excessive. Many customers are not looking to engage this frequently, even though leadership suggests otherwise. There is a strong focus on benchmarking against other companies of similar size, rather than setting a clear standard based on customer needs. Many of these decisions appear to come from senior leadership that is removed from day to day customer interactions. Customers are often concerned about cost and do not always see the value in the platform. At the same time, CSMs are not positioned as deep product experts. While training is provided, it is not always sufficient, and in some cases customers are more familiar with the tools than the person supporting them. The role has also shifted toward promoting new monetization initiatives, such as credits and AI features. Many customers are still trying to get basic functionality in place, yet are being introduced to more advanced tools that they may not fully understand. This can create a disconnect between what customers need and what they are being encouraged to adopt. There is also an increasing focus on group calls and volume-based metrics, which can take away from providing tailored, high quality support. Compensation is average, and some benefits have been reduced over time. Promotion opportunities can also be difficult to attain and are heavily tied to short-term performance metrics, particularly monthly renewal targets. Missing a single month within a review window can make you ineligible for promotion, even if you consistently perform well across all other areas. This creates a situation where factors outside of your control, such as a last-minute customer churn, can significantly impact your career progression. As a result, even strong and reliable performers may face long and uncertain timelines for advancement, with limited visibility into when or if they will be considered. Morale appears lower than in previous years, despite a group of long-tenured employees who remain very positive about leadership decisions. There have also been concerns about leadership effectiveness, particularly within the Customer Success organization, and how those decisions have impacted culture. The environment can feel siloed, with limited influence from middle management. Combined with demanding KPIs, it can be difficult to take time off. While the company states that performance is measured over a rolling period, in practice this often means making up missed activity, which can increase workload before or after vacation. Overall, burnout is a real concern. If work life balance is a priority, this may not be the right fit. Recent reviews reflect similar themes across multiple teams.