The company’s leadership does not seem to prioritize employee experience or retention. In Sales, there is an excessive focus on control, reporting, and rigid processes that often take time away from meaningful selling activities. A significant part of the day is spent completing forms, updates, and internal tasks that seem designed mainly to make reports look good rather than to actually support revenue goals.
There is very limited autonomy. Decisions around opportunities, discounts, and next steps are heavily controlled by upper management, and there are too many meetings where the same information is repeated multiple times. Employees are expected to present information in a very standardized way, with written assessments and scoring that can feel more like school than a professional sales environment.
Another issue is the lack of respect for work-life balance. It is common to receive company-wide emails on Sundays, holidays, and even on January 1st about matters that are not urgent and could easily be scheduled for the next business day. The constant stream of emails and notifications creates unnecessary pressure and contributes to alert fatigue. When everything is treated as urgent, eventually nothing feels urgent anymore, and important communications are more likely to be overlooked.
The company speaks a lot about building relationships and caring for customers, but that same care does not seem to extend to internal teams. Many employees across departments feel constantly afraid of being penalized or losing their jobs, even when they are performing well. KPIs and expectations can change without enough notice or transparency, and there is little focus on career development. Overall, the workload for external customers is high, but the investment in the internal employee experience feels extremely limited.
