Fleetcor is an example of everything that is terrible with Corporate America. It brags about its core values but not once have I see senior leadership demonstrate any of them.
INNOVATION
Fleetcor “grows” though acquisitions of competitors, which means the organization at its core never innovates. The C suite controls everything in a way that may have been necessary in its nascent days but completely inefficient for a global workforce of 8,000. For a company that sells payment automation and digitization, it does a terrible job of automating and digitizing internal processes.
PEOPLE
Leaders believe the employees should be happy to take on more responsibilities without a pay increase. Compensation structure, internal policy and corporate culture reinforce the gender pay gap. You will be worked until you burn out, but Fleetcor doesn’t care about burnout because you’re just another employee number.
Senior leaders are in an echo chamber and out of touch from the frontline. If you’re not based in Nashville or Atlanta your work challenges essentially don’t matter, and in fact Fleetcor will generate even more challenges for you because leaders can’t think outside of the US bubble.
DEI efforts are performative at best. Lots of talk and very little action. One email was sent about BLM and nothing on hate crimes against Asians (even when it was happening in Atlanta), but what do you expect when there is such little diversity in their C suite?
EXECUTION
This company tolerates and welcomes subpar work as long as it’s done on time. Very little due diligence is done on any decision or project. If you are from an acquired company don’t expect Fleetcor to try to understand your processes. They will impose the “Fleetcor way” on you and more often than not it’s like putting a square peg in a circle hole.
INTEGRITY
Leaders will take credit for your ideas and anything you may have implemented. Everything the frontline does is to feed their egos. Lots of empty promises were made in order to string employees along. Nothing that I was told (pay increases, recognition) has ever come to fruition.
COLLABORATION
The culture here is very much “do as you’re told”. Leaders ride on high horses, have chips on their shoulders, and manage by egos/titles without any substance. For a global company, it doesn’t do a very good job of incorporating feedback from outside of Nashville and Atlanta, even if such feedback is necessary due to local regulations.
