The company has scaled rapidly, and the sales environment has changed significantly as a result. What was once a more balanced and flexible workplace has become highly volume driven, with a strong emphasis on activity metrics and constant availability. Reps are expected to remain in “available” status throughout the day, which leads to nonstop calls and makes it difficult to properly document accounts or reset between conversations.
Scheduling flexibility previously one of the few positives has largely been removed. Shifts, breaks, and lunches are now assigned with little input, and in some cases long-tenured employees have had their schedules drastically changed, creating major disruptions to their personal lives.
Lead quality has also declined as hiring has increased. The sales floor continues to grow, but this has made it more difficult for individual reps to maintain consistent earnings. Despite this, overall company revenue continues to increase, which creates a perception that growth is being driven more by volume than by improving conditions for individual contributors.
There also appears to be a disconnect between leadership decisions and the day-to-day realities of the sales floor. Recently, supervisors have been placed back into selling roles, and even experienced leaders have struggled to consistently meet KPIs in the current environment. This highlights the challenges reps face on a daily basis.
Additionally, many leads come in with unclear expectations based on advertising, which can make conversations more transactional and less consultative than intended.
Overall, the role can feel mentally draining due to the pace, micromanagement, reduced flexibility, and inconsistency in lead quality.
