Convosight Gurgaon / Gurugram

Likes

Stability in Stagnation: If you're looking for a place that does not offer job security but challenge and excitement, this might be the spot for you.. Close-Knit Community – To a Fault: The company has a “family-run” feel, which some might find comforting, but it often feels like personal connections matter more than professional growth or innovation.

Dislikes

Leadership’s Overinflated Ego and Delusion: The leadership, particularly the CEO and COO, are caught up in their own bubble of arrogance. The CEO once boasted, “I’ve never lost a thing in my life,” but given the company’s volatile revenue, constant turnover, and overall lack of direction, it’s clear they haven’t exactly “won” much here either. Their delusions of grandeur are so far removed from reality that they can’t see the cracks in their own empire. They strut around the office as if they’re untouchable, treating employees like they should be grateful to even be there. It’s almost as if they think they’re running a Fortune 500 company, when in reality, the company is struggling to maintain any real market relevance. They’re obsessed with their own self-importance, bringing their children into the office daily as if it’s some kind of family-run dynasty, making it feel more like a personal playground than a professional environment. It’s uncomfortable for employees, as it only amplifies the “family business” atmosphere, where personal relationships and favoritism outweigh merit and professionalism. Instead of focusing on fixing the company's instability and addressing real issues, they prioritize nurturing their ego-driven culture. Feedback is routinely ignored, and dissenting opinions are silenced. It’s a top-down dictatorship where anyone who dares question them is pushed out or sidelined. They surround themselves with yes-men and sycophants, completely disconnected from the reality of the business they claim to lead. What’s worse is the leadership’s inability to face the truth: the company’s revenue is volatile, the competition is outpacing them, and the employees are walking out the door faster than they can hire. They think they’re invincible, but they’re not. Sooner or later, karma—or simply the consequences of their own incompetence—will come back to bite them. They may think they’ve “never lost,” but the way they’re running things, they’re on a fast track to losing everything, from employee respect to market share. Stuck in the Past: Despite branding itself as a startup, it operates more like an old-fashioned, slow-moving business. Innovation is low, and it seems resistant to any real change or forward momentum. Toxic Politics: Advancement feels more like a game of personal politics than merit. Yes-men are rewarded, while those with real talent and drive are ignored or pushed aside. High Turnover, Zero Retention: People frequently join, only to leave within 3 months, fed up with the toxic environment and stagnant growth. Leadership doesn’t care about the revolving door of talent—they just love to surround themselves with yes-men. Pretending to be a Startup: They might call themselves a startup, but the mindset is anything but. They lack the agility, hunger, and growth mentality that a real startup culture fosters....Read More

Work Details

Work policy: 2 days/week from office

Work timings: Strict Timings

Work related travel: This is a desk job.

Likes

I had a certain level of autonomy in managing the sales team and executing. Worked with some high-profile clients, which helped build my network.

Dislikes

The leadership,particularly the founders, lacked a coherent long-term vision, which reflected in their inconsistent decision-making. Revenue goals were often overly ambitious without the necessary support or infrastructure, leading to frequent last-minute changes in targets and strategy. The founders, despite being involved, showed little understanding of the practical challenges we faced in sales and frequently shifted blame when numbers didn’t match expectations. This trickled down to directors like the BSM leads, who often lacked direction and ownership, creating chaos in execution. The BSM directors, in particular, seemed more focused on internal politics than driving actual results, which led to a significant disconnect between sales efforts and execution outcomes. There was also minimal collaboration between teams, with a culture that seemed to reward finger-pointing over collective problem-solving. This lack of synergy between departments, especially between sales and the BSM teams, severely impacted our ability to meet revenue targets effectively. Lastly, the founders’ constant meddling in minor issues while neglecting bigger strategic flaws became frustrating, and their refusal to invest in better tools or systems only made it harder for the teams to succeed....Read More

Work Details

Work policy: 3 days/week from office

Work days: Monday to Friday (Flexible Timings)