SAS reviews

Pay - Not nearly as high as you can get elsewhere Upper management made changes that ruined a division I was in and because of these changes, a lot of talented people, including myself left the company.

The long-term stability and strong emphasis on employee retention means career development opportunities and upward mobility both often can be limited. SAS is a privately held firm and the co-founder/owner (majority shareholder) takes an occasionally hands-on approach to running the company that often gives the impression that much of management not related to the owner never knows when they will be second-guessed or overruled. The predictable result is lots of cautious moves, decision by consensus and pockets of micromanagement. In some ways the owner's belief in creating in-house jobs for a wide variety of functions (not using contractors) is admirable, but it also means that many functions are inefficiently carried out and employees often are not allowed to use outside alternative vendors. The down-side of that is that in some-cases, software platforms, such as the CRM/sales automation system, were created in-house (we're a software company after all) and plugged into our own marketing automation software. And while using our own commercially-available solution for marketing automation is understandable, our own needs for upgrades and support have often been subordinated to that of paying customers. And then, CRM/sales automation is not SAS' competency, so that decision denies the team the ability to source and use an industry-leading solution, which also prevents our employees from developing skills and competencies using any of those industry-leading platforms.