- Heavy pressure for high sales performance to overcompensate for slow decrease month over month.
- Lack of sales support; a select few are chosen to get lead generation support, leaving the rest of the team to twist in the wind.
- Sweeping mandates that do not take into account how each of our client's operates and the diversity of each project.
- Senior leaders do not take ownership over issues resulting in a game of "hot potato" when it comes to project fire drills.
- Internal tools do not allow for accurate predictions of sales ops, article delivery or cohesive project management.
- Client platform is not well suited for all of our client's projects, causing growing client frustrations to manage.
- This inability to forecast with any sense of certainly leads to unattainable goals each month and quarter. Failure is a guarantee, despite the continued efforts of the sales and operations teams.
- Huge turnover in all departments. Employees leave out of dissatisfaction, lack of opportunity or compensation.
- Formal training for career advancement, or even advancement internally is non-existent. Changing a job title does not count.
- Compensation as a whole is below market value. Commission and bonus structures are vastly different between departments that are working "collaboratively" together on client work.
- There is a big disconnect between the "open door" policy another review mention and the execution of the practice.
