Next we set out to modernize our sales organization, leveraging more modern techniques to scale our efforts and generate revenue at a greater velocity. That major change resulted in better predictability around delivery dates, higher software quality, and an all-around better product. Then we set out to update engineering when we changed from a rather loose development process to the Agile methodology.
Our rebranding in 2012 was a huge success, and we are more measurable and goal oriented. Then we went on to Marketing, where we a whole new level of management to bring greater capabilities to our branding, communications and lead generation.
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The first changes were around product packaging and pricing, where we set the new standard on how to sell a mobile platform.
Over the last two years, there have been extensive changes to the business. This seems to be an issue at a lot of companies, though. Starting compensation is competitive, but doesn't seem to keep pace with the industry as careers progress. The CEO is smart and talented, but seems to have only passing control of overall product direction, which suffers at the hands of a disjointed product management process that seems to struggle with mapping software development tasks to actual customer needs. As a result, I can currently only recommend it to people who don't mind driving fast and taking chances. Will the product be successful? The jury is out, and if the answer is no, all employees will soon be out of a job. In fairness to management, they recognized the problem before the company became totally unviable, and the company is now in the process of reinventing itself with its next-gen product, named 'Akula'.
Company faced significant turnover and was forced to have layoffs after it's last major software product steadily became irrelevant (the new office is now half-empty as a result).
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