Account Manager - werkgeversreview Mid Market Account Manager bij Engine

5,0
18 mrt 2024
Aanbevelen
Goedkeuring directeur
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Pluspunten

This job, thus far, has been absolutely phenomenal. The people, the whole feel and energy of the company is exactly what I have been looking for.

Minpunten

There is a high turnover, which is always a bad thing. Truth is, some people aren't ready for this type of pressure and high expectations. I think the company needs to figure out a way to screen these people from ever getting hired to begin with. Because regardless if they are a weak employee or not and deserve to be fired, the actual act of firing gives off a bad energy. It would be better to avoid the entire situation from the start, would save a lot of headaches and chaos at the department level.

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5,0
6 jun 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Great leadership and work culture

Minpunten

Commission could be a little better. Also lots of changes but that’s expected with a company that’s still in the startup phase

1,0
11 mei 2026
Aanbevelen
Goedkeuring directeur
Zakelijk vooruitzicht

Pluspunten

Competitive base salary with commission potential when goals are met. Benefits were solid overall, and the office itself was nice. Weekly catered lunches were also a nice perk, and there were some good coworkers on the team.

Minpunten

Despite sometimes being positioned as hybrid, the role was fully in-office. The training program (“STP”) felt more fear-based than developmental, with constant pressure and the feeling that your job could be taken away at any point if expectations were not followed exactly. Quotas initially appeared manageable but ramped up very quickly. The structure also made it difficult to recover from a bad month because performance was tied to both monthly bookings and monthly revenue, with revenue goals heavily dependent on deals closed in previous months. Falling behind once often created a snowball effect that was nearly impossible to overcome. Lead quality and distribution were another challenge, as many leads were heavily overcalled. This made prospecting increasingly difficult and reduced the effectiveness of outreach. The office culture often felt immature and overly “bro culture” driven. Expectations changed frequently and were not always clearly communicated. There was also an expectation to work beyond normal hours, especially during training, which contributed to burnout early on. Additionally, there did not seem to be a real focus on employee development or real improvement plans. If performance slipped, employees were often simply let go rather than meaningfully coached through improvement.

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