I love this company and the people in it. We have so much potential and I want to be here to see us win in the hearts and minds of our clients and our stockholders. To do that, need to get out of our own way. To sum up: If the team wins, everyone wins. If the team loses, everyone loses.

I love SHS. I came here as a former client and I generally like my interactions with clients and employees. I really think that we are way behind the curve as a Commercial unit in a tech organization. We should really have modern processes and tools rather than relying on manual lift.

My immediate team. Their efforts and attitudes help me succeed.

Helping my clients and my colleagues succeed with their goals and aspirations.

When I can affect positive outcomes for my clients and my team.

The ELT at Sabre Corporate seems to genuinely care about Sabre, it's employees, and the future of the company.

They make a genuine effort to retain talent and guide the company in the right direction at the highest levels.

I think we are undercompensated against the market. There are also limited career growth options, although this seems to be getting addressed.

My immediate manager. He's the only one that actually listens to what the problems are and has an interest in helping fix them.

Most employees seem to be either completely overwhelmed/overworked all the time or to have a flippant disregard for others. There seems to be very little cross department care or understanding.

My immediate Team. We live and die together. We own our successes as well as our failures and we seek to get better all the time. We are not complacent and we want to win.

Perhaps stop offloading work that belongs in GSD onto the Commercial team. Promote a better understanding that while having quality products is important, it's the people that buy those products that drives our financial success. If they aren't happy and taken care of, we have a problem.

We need stronger alignment and culture. We need goals that align and resonate with every level of the organization. We need better teamwork (and that's departments cover each other's needs, not just managing their own day to day). We need a REAL simplification of processes.

Cultural and alignment issues need to be fixed. We are dysfunctional in so many ways. Departments have no understanding of how work in any other department affects them or vice-versa. There is a flippant disregard and/or general disdain for other departments that has built over years.

The overall employee value proposition: great job globally, but not great at the individual level. I've been ready to promote for 2-3 years. We're still waiting on job refreshes and merit cycles. Even after a stellar year, its unclear that a promotion will happen based on current finances.

There is no advancement on the commercial side, whereas everyone on the Product side is made a Principal with commensurate pay. On the commercial side alone AMs carry significantly more workload than Sales Directors, are goaled higher than SDs, and are bonused at lower rates. That's not fair pay.

An actual culture. Words on a slide or website are simply ideals. To drive actual culture it must be discussed, reviewed and course corrected. Employees should be encouraged to understand the actions they take to support cultural values. Quality Culture should be the #1 priority for any company.