Supply Chain Planner - werkgeversreview Supply Chain Planner bij Kelvion

Overall, I’m grateful for my time here and the opportunities I’ve had to grow professionally. Employees who are adaptable and solutions-oriented can gain broad experience quickly and contribute in meaningful ways. There are many dedicated people across the company, and the business has exciting long-term potential. I’ve especially valued the ability to take initiative and help shape projects rather than simply maintain the status quo. Like many growing organizations, some processes are still evolving. Communication, compensation alignment, and consistency across teams could continue to improve. That said, there are good people here who care and want the company to succeed.

There are still some people at Kelvion that aren't a good culture fit. Usually these people end up leaving but they can unfortunately do a lot of damage before they do. There are also opportunities to improve consistency in communication, processes, and recognition across teams and locations. As with many growing organizations, roles can evolve quickly, which can sometimes create ambiguity around priorities or career progression.

Ok pay and benefits. Engineering is good and a few sales managers who know what they are doing.

The Data Center Sales organization in North America lacks structure, clear direction, and accountability. Leadership often overestimates the company’s competitive position, which does not align with what is seen in the market when compared to peers. Additionally, brand recognition within the data center space is limited. Many potential customers and partners are not familiar with Kelvion. There is high turnover within the sales team, creating a lack of continuity and stability. A significant portion of new hires do not last beyond their first year, often due to unclear expectations and inconsistent management practices. Sales execution is inconsistent. Outside of a small number of existing accounts, new business development is limited. Pipeline management lacks discipline, with low probability opportunities continuing to be pursued and forecast accuracy being questionable. Prospecting strategies are not well developed, relying heavily on broad outreach (LinkedIn messaging and trade shows) rather than targeted, strategic account engagement and working with end user reps. At the same time, there is an expectation for frequent travel that does not always translate into meaningful results, leading to inefficient use of time and budget. Sales leadership generally comes from non-sales backgrounds, which shows in how teams are managed, coached, and held accountable. Communication and transparency from management can also be inconsistent. Deals take an excessive amount of time to progress, which is a significant disadvantage in a fast-moving market. Internal processes at Kelvion involve too much bureaucracy, resulting in slow response times and delays in decision making. The deal approval process is particularly cumbersome and inefficient; in many cases, opportunities are lost before reaching the design phase or even securing an initial customer meeting.