software engineer

associate consultant

consultant

senior consultant

senior software engineer

Infor

Low salary in comparison to other employers in the same space. You never get any salary increases of bonuses with your work. The calibre of people working at INFOR for the most part is below the industry standard. They seem to be stuck in old ways of doing things. There is no growth as far as new technologies are concerned. They cant even write or understand simple Python Scripts. Some dont even know git. They send you files by email. Imagine managing change. A lot of employees want to move out of the company but dont do so because they have been in that role for so long that they have lost practice for learning anything new. They are scared that if they leave what are they going to tell their next employer about the technologies they have worked on. Your brain becomes rusted and learning anything new gets harder. 

Most of the time you are stuck supporting an old product. If you try to get involved in automation someone in another team(who writes the automation) will tell you "oh you don't need to worry about it". We have it figured out. Most of the folks are like SysAds. They have no clue about scripting languages or how ci/cd works of DevOps works or infrastructure as code. The organisation is very slow moving. If you want to learn and do more then this is not the organization for you. If you are looking to move slow and take it easy and push buttons and be complacent or if you are looking to retire then this will be a good environment for you. Or if you have not really done a lot in Computer Science and dont know much about Algos or DataStructures but want to get a break into a company where you can learn from others and get some average exposure it might be an option. 

Also the work hours are crazy. If you happen to manage a product your team might be the only team doing a 24/7 oncall with no support present around the world why?? Because the company does not want to hire around the globe but still wants to be a global company. Their excuse is Oh we dont have approval to hire. You might be a smart person and learn new things  but you wont be recognized and appreciated. You might end up getting a lead who says we do it like this in our part of the world. Why dont you do it too. For instance he might be taking his computer and cell phone when he goes for a walk just incase he pages and cant make it home, he will tether his laptop to his cell phone. They also a policy that when they call your phone you need to pick up. You might be driving a car and might not be able to get back in touch soon. When they talk to you later it will frowned upon. As far as diversity in the company there is not a lot in the US. The company has offices in Phillippines, India, Netherlands and Sweden besides the US. They have few employees in the US but more overseas. They try to cut costs so they dont hire in the US. They try to squeeze as much as they can from a US based employee. So if you are in the US you could be the one facing those extra hours of work. 

If in the US they could also change your hours of work from 8 to 10 hours. So that they get more overlap between Europe and the US. You wont get paid for overtime unlike how they do in the US. No where in the offer letter is it stated that one needs to be available 24/7 but the manager will change the rules and tell you that you must be available at all times. If you ask why are you changing the hours of work, the answer will be we in Europe work more hours and also on weekends so you in the US can work 2 more hours everday. It's like they are controlling all your moves and you dont have any life outside of work. Very corrosive  environment over all as far as working times and not to  language barriers with people in Europe. 

Every release had bugs which the DevOps guys have to try and resolve. Pathcing the system often calls for downtime. Most applications dont have zero down time. So fighting fires is your main job. The directors are clueless about new DevOps processes. They just know about it on paper but have no hands or technical knowledge about it. This leads to an organisation where people just work for the paycheck but dont really love working there.  The development team does not do any kind of performance testing. The Stage environment does not resemble Prod. Infact its a watered down version of it. When you ask why cant we have it the same? The answer is it will cost too much. Can you imagine that? When the system in prod is loaded you hear directors screaming at you as to why the system is not working and why were new EC2 instances added. No one talks about why performance testing was not performed in a performance environment. Only a rudimentary ERP workflow smoke test is done which is often insufficient. The product line that they have envisioned has just too many issues with it.  

Finally Zero career progression. It will be promised in the beginning but after 5 years if you request it, you will be told we cant hire to replace you. So you are stuck in that position till and if they want to let you move internally. Depends from manager to manager but most of the time career progression is only on paper and not in reality. The company cares only about you spending more work hours on the same product. The job is for people who dont like automating and just working on a FORTRAN application. The managers are army or navy veterans and sometimes they think of Software Development practices as if they are in the Army. As long as you keep nodding your head to your manager they are ok with you. 

Since I found a new role I have told a few of my close friends that I will be moving. They are like please refer me once you are in your new role.



Please realize that my review is solely based on my experience in the Sales Department.  I cannot speak about any other areas.

The positives:
-Amazing benefits...health insurance, 401K, Life, Disability, fully paid maternity and paternity leave

The negatives:
-Basically non-existent training.  They tell you they have an amazing on-boarding process, but do not be fooled.  The training consists of having you sit in front of your computer and watching a bunch of training modules on things you know nothing about.  You will spend the first several weeks simply staring at your computer and no real interaction with what to do with the trainings they are spitting out at you.

-There is ABSOLUTELY ZERO TERRITORY OR VERTICAL PROTECTION!!  NONE!!  They will tell you that you are assigned to a certain region and vertical and you will even be assigned as the "owner" of an account.  However, that means NOTHING!  Any and everyone will open up opportunities in your accounts and they are able to sell anything they want.  

-In addition, everything boils down to opening new pipeline.  I found that they truly didn't matter if the pipeline was actually viable.  They just wanted to see you open up new pipeline.  And they also readily state "no opportunity is lost, it is just moved to the next quarter."  I was told that "as long as you keep your new opportunity below $100K, management won't bother you even if it never sells."  And because pipeline growth is absolutely KING...it fosters the cut-throat behavior of not having any regard for who is the actual owner of the account.  Co-workers are, in essence, fighting against one another in an effort to be the first to open an opportunity in a give account.  Regardless of ownership.

-You not only will be competing with internal sales people opening up and selling business in your accounts...but you will also be fighting with the external sales reps.  Although they are assigned their own accounts, they have carte blanche to write anything in yours too!  At one point, management said that anything over $400K goes out to the field and anything below stays internal.  However, outside reps simply have to say "I work with this customer" and they get the deal.  Do not be fooled...there is NO TERRITORY PROTECTION!!  ZERO!!!


-In recent months, they had a huge hiring influx for the Sales areas.  They have more than doubled their staff.  However, rather than taking a hard look at what would be reasonable for new quotas with adding more bodies.  They just decided "Huh, we have double the people, they should be able to double the quotas."  So, you will be given the same quota as what was previously given for a territory managed by only one person.  However, that same territory is now being managed by 2, 3 or sometimes 4 people.  So a territory that once has an annual quota of $5 million, will now have a quote of $10, $15 or even $20 million.  

-So not only are they expecting their sales teams to reach impossible quotas.  They have also taken away "change orders" which had previously been sold by internal reps.  In many cases, change orders could equate for 50% of their annual sales.  So, you no longer have those AND you will be expected to hit unealistic quotas.

-I honestly do not even know where to begin with the hodgepodge of products they have in their portfolio.  Infor is a company that consists of acquiring a bunch of other companies.  Very few of their products were actually founded by Infor.  As such, they do not have the resources or knowledge to properly sell or service the products they have sold.  Suffice to say, it is just a mess!


Moral is at an all-time low.  People are angry and not making any money!  I feel bad for some of the good managers that really are nice people!  They are just put into a tough position based on the clueless higher up's that are completely out-of-touch and have nothing to do but sit and watch dashboards and scream to "sell everything".

If you thrive in a position of greed, dishonesty and negativity Infors Sales Teams are the place for you.  But, if you have ethics, like to make money and want to be respectful of your co-workers...I would steer clear!

As a Learning Consultant at Infor Restaurant Systems, I was responsible for a wide variety of duties.  Thursdays our team manager would deliver our assignments for the next week.  Upon receiving this email, I would then be responsible for contacting the client directly to confirm training and travel dates.  Arranging air travel, car rental, and hotel reservations were entirely my own responsibility.  Typically, I would fly out Sunday to be onsite Monday morning at 4:00AM to ensure functionality of the point of sale system and ready it for deployment by 6:00AM.  Our main client was Sonic Drive-In, so these conversions to Infor from their previous point of sale systems were mainly done overnight.  After deploying the Infor point of sale system, it was then my responsibility to train the Sonic staff how to use the terminals for ordering and billing, as well as teaching the management all of the office features of Infor's large suite of software.  Every week was a little different, as we worked with dozens of franchisees, each of them having unique requests.  One week I could be at the same restaurant for 5 days in a row.  Other weeks, I could be a 4 different restaurants in 4 days.  I very much enjoyed my role at Infor.  I discovered I love to travel, help people, and utilize my technical abilities.  I learned to trouble-shoot a variety of network and general computer problems and worked daily through a secure VPN on a central server, hosting all of the Sonic franchises we had contracts with.  It was only through the central several that we could perform various duties for each restaurant, including menu pricing and terminal screen design.  I prided myself on streamlining the point of sale system configuration so well, that it made day to day business faster and easier for all involved in the restaurants I was sent to.

What is the best part of working at the company?
I worked with some very smart, dedicated people who were genuinely willing to create a supportive environment for each other and to make the work we did better as a result. This was easily the best aspect of my time there.

What is the most stressful part about working at the company?
The constant changes in leadership, and the inevitable chaos that followed. In the four years I worked there, I had five managers. This doesn't count changes to the managers over them, all of them wanting to dismantle what their predecessors did to make their own mark. As Kurt Vonnegut once said, everyone wants to build and no one wants to do maintenance. As a result, we were left in the dark as to how to proceed and what the next steps were going to be. That is not a good feeling.

What is the work environment and culture like at the company?
For me, the work culture was mostly "let's just make the best of things and trust each other", never knowing what big changes were coming to shake everything up again. I'm grateful for the talented, smart, and compassionate colleagues I had while there. But the culture was marred by constant uncertainty. Part of that was a very odd thing where the results of our work were never really reported back to us. We were just asked to do things, with everyone getting cagey when anyone asked "did that actually work?". Very strange.

What is a typical day like for you at the company?
Interactions with field marketers, product people, and sometimes sales people. Managing projects through the proprietary system which I hope they've replaced by now. I worked from home, which was great. My colleagues spanned the continents and time zones, and it was nice to work with people of so many different backgrounds and cultures.

I was so excited to join Infor and had really high hopes when I first joined.  But, shortly after starting, I was put on a project without being given any sort of training whatsoever and was placed with a senior Infor Consultant who had no interest in working with or training me.  It was just down hill from there.  Many of the Infor employees / consultants that I worked with were incredibly mean and gossiped with each other over IM talking about other consultants.  I think I worked with like 5 consultants that were genuine, nice, worked well with others and didn't try to get me thrown off a project.  The rest of them - were awful.  I never, in my 20+ year career have had the kind of issues with co-workers that I had at this company and it really destroyed my credibility and confidence.  I have since moved on and consult with another firm that supports training and encourages teamwork and development, which is a much better fit for me.  Within the consulting practice anyway, you have to make a really good first impression not just with the client, but more importantly, the Infor Consultant leading the project.  If all goes well, you should be pretty much set.  If not, that consultant can and will make your life a living nightmare, and that is what happened to me.  I know others enjoy working for Infor and are very happy and successful.  It all depends on who you know and if you don't start off strong or don't get training, have support from management and don't make allies quickly - you probably won't be successful.  

This is based on 11/2018:  

VP level and above management is completely clueless on how to run a Customer Success Department.  They recently brought in someone who was a former sales person to make changes and they don't understand the impacts of these changes.  Some have adversely affected clients making more want to leave.  The CEO wants the Customer Success team to take ownership of all the issues which is impossible considering most are lack of product development and implementation issues.  Instead of making changes in Development products lack completely development, product management doesn't do true comparisons of other products, they simply make changes to products based on enhancement request which always leaves products behind. 

Implementation is a joke and VPs blame everyone else but the implementation teams.  If they had good PM's they wouldn't have to worry but most don't know the products their implementing so it makes it difficult to manage.  

Leaders of the organization, it's your implementation departments that are the issue as well as development resources who need to develop the products.  Revamp ICS (implementation, Development to develop more) and product management to do true comparisons of products to make us at the top of gartner in every quadrant possible.  That is where you've gone wrong recently. You attacked Customer Success like it was the problem when it was great before and added a non people person to lead causing people to quit.  You need to revamp your leadership before your whole team walks now.

This company allowed me to gain a lot of knowledge into the business world of software. I worked with many high up's that taught me the in's and out's to consulting and data analysis. They provided me with the essentials to give in depth case studies and detailed marketing target reports on new and existing clients that we were interested in.
My days consisted of revising and scheduling arrangements for my executives. Everything from flights, reservations, email control, phone call assistance, and basic administration to data analysis, company IPO potential, market and consumer targeting, and vertical and horizontal lateral potentials.
There was not any specific hard part to the job because I enjoy the business world so much. It is difficult sometimes to get information to the consumer in the proper way but with developed techniques and the correct business approaches I was taught by experienced management that sometimes the best marketing is a good old fashioned hand shake. 
I got to travel and work with other executives of other companies in implementing the software that they decided to start working with.
The most enjoyable part of this job was that every different engagement every different sale was something new and required studying the specific dynamic of the company that you are pitching to.

My internship with them was paid and lasted for about 8 months. I was offered a position that I have till the end of the year to accept but I am seeing what other professional options are out there for me.

On a daily basis my typical duties include resolving disputes that are emailed throughout the day from sale's people, maintenance managers of software, customers and fellow departments at Infor Global Solutions. My day also includes discrepancies on software invoices that have previously been billed and invoices that will be be due. The discrepancies/disputes requires the research and analytical skills to determine the resolution by reviewing contracts, customers accounts, and/or consulting with fellow departments. I have learned a lot about license software and to not only depend on my co-workers for information, but to also be supportive with new information I have retained in my six years of employment. My opinion on management is that the company needs more of it and there is not a lot of room for advancement. The hardest part of my job is resolving the disputes in a timely manner as I have to rely on salesmen in the field to verify discounts that may not have been communicated in the contracts. Being able to resolve and deliver invoices to customers in a timely manner is one of the most enjoyable pieces of my job because being a part of the solution of resolving the disputes allows the invoices to get paid in a timely manner and are rewarded accordingly.

Project management was conducted with clients either on-site or remotely from my home office.  In that respect there was considerable independence on daily routine along with the responsibility to get things done in a timely and successful manner on the projects worked.  

Management was supportive of the efforts of the project team and would be ready to assist in any customer related issues that arose.

Customers came in all flavors and for the most part were welcoming of our implementation efforts and worked well along side the project team to work out problems in schedule and budgeting to keep the successful completion of the project as the main goal we were all working toward.  This was the most enjoyable part of the job...working with customers that realized the situation and would work cooperatively to overcome obstacles when needed.  

The least enjoyable was when the projects involved clients that were non-involved in the process and would see the project team as the responsible party to solely complete the project...this was frustrating and would take inordinate amounts of time and effort to bring them back into the discussions and work they needed to be a part of to complete the project.

A typical day as Project Manager started by checking priority list of task requirements for the day. Key projects had daily deliverables and required follow-up with consultants to insure the items would be delivered on time and within the allotted budget for the task. Status of these tasks on the critical path were checked periodically depending on effort and risk. Team project status meeting were held on prescribed intervals and required agenda that covered tasks complete since last meeting, tasks not completed, items to be address before next meeting, issues encountered, status of outstanding issues, and review of financial health/budget and schedule of the project. Once the meeting was held a recap report of the meeting was prepared and sent to participants. Side discussions were held with the stakeholders to insure all items were being addressed in an appropriate manner.  Monitoring email traffic was key because the team was instructed to keep-me-in-the-loop. Within the emails I needed to be alert for any new risks, delays, estimated effort change, and completion of task notices. The end-of-the-day activity required updating the priority list and preparing items for the next day.

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