Pluspunten
I thoroughly enjoyed working with some of the other Account Managers where we developed lasting friendships even after my departure. Being on construction sites was always fun.
Minpunten
I spent over two years with this company, pouring in long days and hard work — often to the point of tears — because I believed in the potential of what we were building. I was the top producer nationwide on the Skilled Trades side, exceeded my quota by over $4 million in my first year, and helped lead my branch to #1 in the country. Despite this, I did not receive the bonus I had been working toward because the company didn’t hit EBITDA. The pressure to hit numbers resets every month, and even after a strong month, the push is always “do more.” Meanwhile, the tools we had to work with made the job harder. The CRM and multiple software systems were extremely time-consuming, especially for those less technically inclined, and took valuable time away from selling. Human Resources and other departments were difficult to access — everything goes through an automated phone system routed overseas. Tickets regularly close without being resolved, which means reopening issues and spending more time away from your core responsibilities. The culture also did not support growth or collaboration. Strategic Accounts regularly stepped into client conversations without communication, and legal reviews on purchase orders or MSAs could take months — sometimes years — to complete. The legal team is so rigid on contract redlines that deals often stalled or fell apart entirely. Despite budget cuts and layoffs, my local branch was still pushed to spend money on extravagant dinners, often with take-home meals for employees’ families — a strange contrast to the “cut costs” message from above. The leadership culture is built around buzzwords like “triangle of trust,” but in practice, there’s little follow-through. I tried to collaborate and brought up issues around workplace harassment and team conflict multiple times — both directly with colleagues and to management — and nothing changed. Instead of support, I was met with avoidance and blame. There were also far too many meetings that lacked purpose — time that could have been better spent with clients or in the field. I constantly asked for a path forward, for a real opportunity to grow within the company, but was stonewalled again and again. Ultimately, I left because it became clear that no matter how hard I worked, how much I delivered, or how many times I asked for help — nothing would change. Leadership lacks vision, accountability, and the ability to support their top talent.
