As a recommendation if you are interviewing in Dallas, ask how many salespeople were in the office 2 years ago and then ask how many of those people are still around today. That should tell you all you need to know. The Dallas office had a great base of people, but they ultimately were burnt out by micromanagement along with poorly aligned territories and continuous hiring of lesser talent at higher AE levels to fill growth goals. Top sales leader's "my way or the highway" approach is only based on past experience of how things previously were at Q before the introduction of the XM idea (many have never been at other orgs in their careers). In this pre XM era the Q salespeople focused on selling low dollar research deals where X inputs (calls, meetings, opps, etc) directly correlated to Y outputs (sales) as all deals use to be about the same size. This has not adapted over time and has led management to OVER focus on the inputs vs the outputs. In reality as Q has moved into the XM space, the way you approach strategic vs transactional deals should be very different as these deals greatly vary in size. People who hit quota typically have 1 deal that amounts to a massive amount of their quota, however if you focus on the large deals your quadrant performance goes down and you are repeatedly badgered by management to make more calls with the eventual threat of being put on a plan.
When they tell you how many people hit quota dig in deeper to understand what percentage of fully ramped AEs in Dallas hit quota. Q leadership does a great job of presenting numbers the way they want them interpreted.
With territories already misaligned across the org and Q just announcing that they will be expanding from 2.5k employees today to 8k, I'd be nervous to see how much worse territories could be in the near future.
