Sabre reviews

Regular reorganizations. No dedicated office space. Open floor plan/noisy. Loyalty to owners/stock price bring annual layoffs - Merry Christmas. Love outsourcing - can make for 1am conference calls and 20+ hour days. Shrinking customer base. Do not see as a growing business. Terror activity can have large, immediate impact to business. MBA club - creates a class culture. Perception of veiled hostility toward men.

I saw multiple red flags before being talked into joining Sabre, but I bought into the hard-sell that the recently revamped executive team’s main priority was to change the negative culture and company reputation. It was a huge mistake to believe the hype - it’s just a sales pitch, it wasn’t reality! The instability and chaos of constant changes throughout the company feeds the continual fear of whether people are going to lose their job. It is the only company over my career that I would say has a “toxic” environment. Resistance to change: It got old hearing “that’s the Sabre way” as an excuse for blocking changes that will enable the transformation that Sean Menke (CEO) and 1-2 innovative executives are trying to make. The harsh reality is that many do not support change, nor do they want employees who are courageous to recommend and pursue real change. Instead, I observed the employees who challenged the status-quo or tried to implement new ways of doing things consistently left the company within a short period of doing so (either voluntarily or were “laid-off”). Multiple lay-offs each year continue to be the norm: A common phrase I heard was “you have to stay under the radar if you want to survive the next round of reduction-in-force roulette” - which I now agree is true. I personally observed 5 different rounds of “realignments” in less than 2 years where groups of people were laid off (realignment is considered a more “friendly” term so they don’t use the term “lay-off”). A VP said in a meeting that lay-offs are an expected norm in business! The leadership clearly doesn’t have the “business acumen” to figure out how to avoid laying-off people when they have hundreds of job openings at the same time. Multiple “Reorganizations” every 6-12 months: It has been “the Sabre way” over the last few years to reorganize once or twice a year. As a result of the frequent reorganizations and realignments (lay-offs) employees rarely have the same manager for more than a year. I personally experienced 2 reorganizations and reported to 3 different people in 1.5 years. My hiring manager had 3 different managers within the first 4-months at Sabre! The longest amount of time any of my team members had any manager was just over 1 year (one co-worker had 14 managers in 9 years). Mediocrity wins: What I observed in my area was the people who remain employed are those who “go along to get along.” Strong, progressive, innovative, creative people are not tolerated at Sabre, so they leave as quickly as they can or are pushed out by others trying to protect their own job. Trying to improve and advance the company is just beating your head against the wall day after day. I wish I would have read everything that is available or talked to an employee (not involved in the hiring process) before I joined Sabre, to be informed of how Sabre actually treats people. The signs were there - I wish I had trusted my instincts to pay attention not only to what they were saying, but also to what they clearly weren’t saying!