One reason: they make promises on behalf of the engineering team without their consent, in order to close sales. These promises become the engineering team's responsibility to manage from there. And the salesperson gets a bonus for closing the sale, instead of being punished as the engineering team is (by having to work overtime as a result, or by having to work on items that are less relevant to their career goals, etc.)

Another reason: most engineering workers aren't given revenue sharing bonuses, but sales people are for selling the product of the engineering team's work, which breeds resentment. (A little like a line cook resenting tips given to a server, if not shared with the kitchen.)

One big reason: They over promise with out checking with the engineers. Leading to rush modification and/or unmet promises. That's one big reason.

They shouldn't hate salespeople since without them they would most likely not have a job and vice versa.

What do you mean by "salespeople" here? Executives, C-suites, managers, or actual salespeople?

Speaking personally, I hate salespeople because they're always selling me something. Engineers, by-and-large, hate salespeople because the self-actualization of a salesperson is worthless. The best salespeople are typically the worst people. The best engineers (Woz, Ritchie, Lattner) can make a positive impact even in-spite of commercial interests.

"No one gets paid until something get's sold".

I heard this from management over and over again during my engineering career.

It never occurred to them that nothing gets sold until something get's built. They took this part for granted.

The more pertinent question is why does American business culture emphasize and reward sales more than engineering?

In other words, how do you logically explain why the guy who sells the product gets a share of the revenue but the guy who built it doesn't?

It sure varies. I was engineer (titles: SE, Systems Engineer, later Technical Account Manager) with a great sales rep at Sun. She set up all the appointments, prepped me on customer needs, the works. Downside was when she went on a diet and believe me, Jamba Juice doesn't cut it.

She left for Interwoven. In the meantime, I handled most of two jobs, with sales reps flying up from L.A. to help. We worked one major proposal for a college library that was pretty cool but never flew. Had some great customer meetings. The customer knew a great sushi place nearby. (No, it wasn't all about food. I wrote some great proposals.)

Got a rookie sales person who knew jack (lower case j) and came to customer meetings unprepared. Majorly pissed off a major customer by suggesting that they rip out all their servers and replace them. It was hell.

I joined a startup with another Sun person who was so sales oriented that he promised the world on a platter. Guess who had to deliver? Well, it all fell apart. I was so confused as scope increased and the crew was reduced in order of competence. Competent first.

I forgot simple things (rsync is a gift from the Gods) in the madness.

I sure missed the salad days (even if the salad was Jamba Juice).

I don't hate salespeople at all (unless they're trying to sell to me, of course).

But I have learned to be wary of them. They have a tendency to misrepresent the products to one degree or another, make promises that engineering can't fulfill, and that sort of thing. They can make my job more difficult as a result, so they have to be watched carefully.

We don't. That's an artificially created divide meant to create competition between different areas of a company to increase productivity.

Years ago, as a programmer, I would say I didn't HATE our salesmen (we had no saleswomen), but I was definitely not IMPRESSED with them, because they would say anything, even lie. I remember our company had an open house for employee families, during which our lone minicomputer was programmed to make the reel-to-reel backup tape move back and forth just to have it doing something. When our top salesman brought his family around to show off our computer room, he just made up and announced some BS story about that moving tape, and his story had no relation to any past, present, or future truth. I immediately thought "God knows what he claims when talking to our customers".

Like everything, it depends on the person. If they're slimy, then of course the straight-talker types will hate them.

But I've worked with a number of great sales people and teams, who actually care about improving customers' lives with our products.

Our collaborations have been great because they're a fountain of insight into how customers view and use our products, which helps us streamline existing products and come up with new and better ones. It becomes a virtuous cycle.

Without them, you're stuck in a "better mousetrap" problem.