I’ve worked at worse places, but not many. Like most businesses, it really depends on your manager. There were Supervisors that were good, but they were few and far between. Upper management is pure trash on the other hand. When they went public, they pretty much started cutting pay immediately.
Godaddy has a rep of a very positive culture and great place to work. It's all a lie. The new ceo has laid out this 5 year plan geared toward the customer experience meanwhile nobody cares about the employee experience. Godaddy is also very clique-ish.
Shortly after people started getting fired for minuscule reasons. The environment became toxic and stressful. Goals kept going up and pay kept going down. The company, now, seems to be only worried about they’re bottom line. The training for inbound support is kind of a frustrating. I heard more about the instructors video game habits and favorite movies than how to actually do my job. I was thrown on to calls after 3 weeks and was told to learn to de-escalate calls myself.
We were never shown very much on how to even get around in peoples accounts and 1 manager on the floor for 20 new people the first day. They added 2 more but also added 20 more people in the training. It was a nightmare! Their training program is less than desirable and I understand why customers call 3-5 times before they get an actual accurate answer.
You arent allowed to send the calls to the correct department for help either until you have figured things out. Its a nightmare. Company #1 would be customer support and the business processes that support it. People who are looking to join GoDaddy customer care need sales experience and need to be trainable to learn our products.
Familiarity with technical topics is helpful, and you will receive a base salary plus incentive-based bonuses. You may also receive a small amount of RSU stock each year. People in customer care (C3) generally understand our products pretty well but don't know much about the engineering process or the teams that make those products. That's something we could do better - these teams should know each other. What happens is that the 'advanced' support teams know the development teams because they will escalate support incidents back and forth, etc.
It sounds like they have fun in C3 - we hear tribal battle cries every afternoon; they have a popcorn machine and some games that anybody can use, and the people I know in C3 are 'good people.' As for salary, about six or seven years ago a friend of mine that was a new employee trainer said that first-year reps made an average of $45k per year - I would assume that number is a bit higher now. But of course, it's phone support and sales, so all of the unknowns typical of that kind of environment come into play - quota, hitting your bonus marks, etc.
We promote from C3 to engineering on occasion. This is not expected of a C3 employee but not terribly uncommon. If you have (or acquire) good technical skills while in C3 we may have you do a 'safari' for a while, where you work with one of the engineering teams so that we can tell if you are ready for the switch.
Engineering isn't necessarily a 'better' job as in 'more satisfaction,' but it is 'better' as in 'better pay' and possibly 'better job security.' Company #2 is software engineering and the business processes that support it.
I am in company #2.:-) People joining to be software engineers need to know their stuff. We will put you through our own internal Hacker Rank library to see what you do and don't know, as well as personal interviews. Your pay will be base salary plus an annual bonus that is largely determined by company performance (always good so far) that will have a target of 10 or 15 percent (I've always gotten about 10. It's the new-regime people who came in at 15).
![Godaddy employee login Godaddy employee login](/uploads/1/2/5/4/125448351/470485210.jpg)
You will also have unlimited time off with no record-keeping. The trade-off for that is that GD does not have to pay you for accumulated vacation time when you leave because you won't have any. People in software engineering know the products they work on and the ones they own, but frequently don't know about the others. They also will not know as much about C3 as they should (except for the 'advanced' C3 teams, as alluded to earlier). As for salary, this can vary a lot by skill and location (I am in Iowa). I know one new college graduate that we offered $70k to 75k to for software engineering. This would have been a six-figure offer in some of our more expensive markets (Seattle/San Francisco/Boston).
I also know an individual contributor in Iowa who makes about $275k for salary and stock (not counting benefits). I don't know too many others (we don't discuss it too much) but the ones I do are all basically between $120k and $180k for salary. Iowa is the lowest-paid geo out of our US offices, so presumably, you can jack up those numbers based on cost-of-living. Godaddy has a rep of a very positive culture and great place to work. It's all a lie.
The new ceo has laid out this 5 year plan geared toward the customer experience meanwhile nobody cares about the employee experience. Godaddy is also very clique-ish. As noted in other reviews, they're pushing very hard toward more sales, and at the same time they're finding ways to cut commissions besides the outright cut from 20% to 15% and renewals no longer counting toward your tier. So they offer customers a deep discount the first time they purchase something (which is the only way you can earn decent pay), then when it's time for that customer to renew that service, it doubles in price. If you still convince the customer to not cancel that service and they renew, you get pretty much no commission out of it. Long gone are 'the good ole' days.'
GoDaddy – Spencer Platt/Getty Images Uber’s new CEO, Dara Khosrowshahi, would not go far wrong taking a page out of Blake Irving’s playbook at GoDaddy. Like Khosrowshahi at Uber, Irving took over a company with a serious “bad boy” image. Five years later Irving is retiring from a thriving, well-respected, profitable, growing public company. He changed GoDaddy’s perception, focus, and ways of working. Khosrowshahi should do the same. Maybe he too could be recognized by the CEO Connection as Mid-Market CEO of the year.
Perception is reality When Irving arrived at GoDaddy five years ago, the company was best known for TV ads that some TV stations decided were too sexist to air. On talking about “who we are, who our customers are, and what we do for them.” Instead of fighting the misconceptions, he drowned them out with good news.
It made a huge difference in how the company was perceived. Khrosrowshahi needs to fix the reality at Uber,. Be clear on what matters and why GoDaddy had been known as a domains business, which it was. What Irving saw was that registering a domain was an early step for a rising business., “GoDaddy was in a unique position in capturing ideas at their earliest point.” He pushed the company to make it “incredibly easy for folks to take the next steps in turning those ideas into reality”. They lowered barriers to business formation, “in some sense democratizing entrepreneurialism.” Interestingly, two of the other winners of the are people “democratizing entrepreneurialism” in one way or another.
The 2017 Mid-Market Young Leader, Luvleen Sidhu, founded BankMobile, “aimed at helping underbanked millenials and middle-income Americans have an affordable, effortless and financially empowering banking experience.” The Mid-Market Social Impact award winner, Raj Mamodia’s Brillio devotes a meaningful portion of its resources to teaching disruptive technologies to underprivileged children. The fourth winner, Mid-Market Company of the Year, Key Safety Systems, plays at the other end of the spectrum, proving safety-critical components to the automotive market.
They may be the exception that proves the rule that start-ups are our future. To be fair, the mid-market is where innovation meets scale, so rapidly growing companies abound. Jump-shift to the independent nature of work Irving thinks “independent work will be the future of work itself.” He suggests that “enterprises will keep getting bigger, but with fewer and fewer people” because of increased automation. Thus we’re heading towards “mass unemployment” or “mass self-employment”. The implication of this is that competing with an army of mass self-employed will require giving your actual employees the same motivation to engage with the business that the self-employed have. Drown your people in policies, systems and processes and you will drown your business. Give them the freedom to think and act like owners and your story can have a happy ending.
Implication The lessons are applicable at Uber and your enterprise. Perception is reality. Make sure your people’s actions match their words which, in turn, match their fundamental beliefs and the positive culture of your organization. If the culture is toxic, shame on you. Be clear on what matters and why.
Values are foundational to a. If you can’t get these set, nothing else will work. Invest time and energy here. Jump-shift to the independent nature of work. This goes to empowerment and the use of policies, guidelines and mindsets. Give people tight controls and you can’t expect more than compliance. Give them guidelines and you give them the freedom to contribute.
If you want people committed to the cause, you have to lead with frameworks and mindsets. Your people will surprise you with how far they will go. Save to see all my Forbes articles and get a free summary of my executive onboarding book: RECOMMENDED BY FORBES.