Honesty is the Best Policy - werkgeversreview Am bij APM Help

Taylor does a great job finding people that truly care about the industry and care about being a good colleague. Everything at APM Help is a collaborative approach which I enjoy.

The only downside of working at APM Help is when you start and you're not from the industry, it can be really hard to learn the lingo and get caught up and feel like you understand all the bits and pieces.

There were no pros about working at APM Help!

I want to share my experience so prospective employees can make an informed decision before accepting a role at APM Help. Onboarding and Training: Training was extended from 3 to 4 months with no set curriculum, structured training plan, documented SOPs, or clearly defined expectations. Communication from the trainer was often inconsistent, with some days not receiving guidance until late in the afternoon. My training group entered the role without a solid foundation and was largely expected to learn through trial and error. Leadership & Culture: One of the most concerning aspects of my experience was the lack of transparency and accountability from leadership. I discovered a public Asana comment regarding my performance that had never been discussed with me directly. Instead, it appeared to have been discussed among leadership as gossip rather than being addressed directly with me. When concerns are raised, leadership tends to deflect or deny the issues rather than taking accountability. Client Assignment & Work Expectations: I was assigned a large client account that lacked documented processes and had an existing history of difficult interactions. Leadership was aware of the challenges associated with the account, yet nothing was done to address them. The client frequently communicated in ways I found unprofessional and disrespectful. When I raised concerns, I was told to “ignore it”, rather than being supported in establishing professional boundaries. I also observed and was involved in significant amounts of work being performed outside the agreed scope of services in an effort to retain clients. This additional work was routinely pushed onto Account Managers without additional compensation, recognition, or a long term solution. Despite the company wiki explicitly stating we do not support certain aspects, leadership would encourage account managers to do it anyway. Employee workload often appeared secondary to client retention objectives. Compensation Structure: The compensation and raise structure is highly flawed. While management claims raises are tied to performance metrics (such as MRR and churn risk), leadership completely controls client distribution. Leadership would often assign high risk or dissatisfied clients and then evaluate an Account Manager based on outcomes that were already trending negatively before they assumed responsibility — holding them personally accountable for the churn. This performance system feels designed to deny earned compensation increases while favoritism dictates who receives stable, high-value accounts. During my tenure, I repeatedly sought clarity regarding my compensation path and growth opportunities. While discussions frequently occurred, I never received a definitive plan, timeline, or resolution. Explanations often changed and ultimately I spent over a year in the role with no compensation increase.