The Business Advisor role is unsustainable. Quotas are aggressive, constantly changing, and often feel completely disconnected from market conditions, product limitations, or client reality. Every quarter brings higher expectations with little to no additional support and missing numbers more than once quickly turns into a performance issue rather than a conversation.
There’s a lot of talk about being “customer obsessed,” but advisors are routinely forced to push revenue even when accounts are struggling due to billing issues, product bugs, or performance gaps entirely outside of our control. You’re expected to be sales, retention, support, billing, and product all at once, yet you don’t actually have the authority to fix most of the problems you’re held accountable for.
Leadership feedback is often reactive and top-down. Frontline input is acknowledged but rarely acted on, and the culture increasingly feels driven by fear of missing targets rather than long-term strategy or employee development. High performers are rewarded with more accounts, more pressure, and higher quotas not balance or growth.
Pay is below market, and compensation does not reflect performance. After a so-called “top-performing year,” Business Advisors received a $5,000 pay cut, while the company simultaneously partnered with and hired Rent. representatives at significantly higher salaries than existing employees. The lack of pay equity and transparency makes it hard to feel valued or motivated to stay.
Internal promotion is rare. Nearly every manager I worked under was an external hire with a long ramp-up period, despite there being strong, experienced team leads who were ready to step into those roles. The lack of internal growth opportunities is discouraging and slows teams down.
Burnout is common, morale swings wildly by quarter, and attrition is quietly accepted as normal.
