“Until there’s a credible, durable solution to crime and homelessness in the downtown core, I think Seattle will have a hard time luring tech companies back,” he said. Moore, who serves as city council member in Clyde Hill, said Seattle faces tough times ahead. Now, the homeless problem has become much worse.” “It was marginal last year before the pandemic due to crime, traffic congestion and expense as well as the business-unfriendly attitude of the Seattle City Council. “At this point, the negatives outweigh the benefits,” he said. Until there’s a credible, durable solution to crime and homelessness in the downtown core, I think Seattle will have a hard time luring tech companies back. But when he does, Moore said the office won’t be in downtown Seattle. The company is currently working remote, and CEO Scott Moore said he’s committed to getting another office at some point. The 50-person company, which wants to stay in the city limits of Seattle, is currently evaluating where it plans to place its offices, including locations outside of Seattle.ĪdLightning, another Seattle startup, left its headquarters in the Gibraltar building last March and exited the lease in August. Seattle startup Syndio recently decided not to renew its lease at its Pioneer Square headquarters, in part due to break-ins and safety concerns raised by employees. Several companies have contemplated moving out of downtown Seattle, discussions only accelerated by the pandemic. Even before the pandemic, many CEOs were tiring of the crime and squalor that plagues downtown, with a deadly January 2020 shooting rattling many tech employers. “It will ensure that we finally address the needs of those in our community experiencing homelessness and those experiencing homelessness who also have not been able to access needed help with mental health or behavioral health issues,” Redman said.Ĭompassion Seattle’s launch comes at a critical time as Seattle companies weigh their return-to-work strategies. Heather Redman, co-founder and managing partner of Flying Fish Partners, a downtown Seattle venture capital firm, said she is encouraged by the group of people involved in the initiative. Our communities are not feeling safe and secure.” “We can’t afford to wait another day,” she said. “This framework offers the promise of actually prioritizing the people who have been left out for so long and making a plan that will reach and sustain them with the assistance they welcome.”Ĭalling homelessness an “absolute crisis,” Gregoire cited successful efforts in cities like San Diego where health services, housing, and other programs helped reduce chronic homelessness. Housing, under the charter amendment, could include “enhanced shelters, tiny houses, hotel-motel rooms, other forms of non-congregate emergency or permanent housing.”Īmong the measure’s backers are Erin Goodman, CEO of the SODO Business Improvement Area Lisa Daugaard, director of the Public Defender Association Gordon McHenry Jr., president and CEO of United Way King County Paul Lambros, CEO of Plymouth Housing Steven Woolworth, CEO of Evergreen Treatment Services Derek Belgrade, the deputy director of Chief Seattle Club and Jon Scholes, CEO of the Downtown Seattle Association.ĭaugaard said the ballot measure changes the city’s flawed priorities when it comes to helping the homeless population. If you love being overworked and a lack of guidance with leadership that is completely out of touch then this is the place for you.For example, under the proposed changes, the city would be legally required to provide an additional 2,000 units of emergency and permanent housing within one year of the amendment’s January 2022 start date.Īdditionally, it mandates that Seattle offer access to behavioral health programs along with housing. They say one thing but never follow through on their promises. Leadership lacks transparency and communication. You are seen as a number and if you don't perform they don't care what might be going on outside of work. Leadership also doesn't like feedback so if you have concerns to bring up don't bother that'll just put you on there bad side. If you ask me you should be able to hit 150%-200% of quota with that amount of work. No work life balance, they expect you to work 10-12 work hour days just to barley hit quota or still miss. Very little training when it comes to your sales skills or personal development. Current leadership has extreme micro management issues and is more focused on KPI's rather then giving actual training advice on how to become a better rep. This leads me to think there's obviously something wrong on the exec level that's trickling down. It's common for there to be turnover within sales reps at any org but what not so common is how much turnover there was here within leadership.
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