Pros
Decent compensation, above average benefits.
Cons
I was pretty optimistic when I started here over two years ago, but the issues with this role slowly became apparent over time. Let's start with the title itself, because it tells you everything you need to know. "Enterprise Account Manager" is a misnomer on both counts. "Enterprise" here means local restaurants, autobody shops, and other small businesses using only the most basic, cheapest phone and internet services — not exactly what the word implies. And "Account Manager" suggests relationship-driven work: retention, renewals, customer satisfaction. None of that is true here either. If you never landed a single renewal during your entire tenure as an Account Manager at Comcast, nobody would say a word to you. But miss your net new sales quota by even a dollar, though, and your manager's manager is calling you into performance meeting after performance meeting. That structural contradiction — an AM role with no AM responsibilities — is baked into the business model itself. A separate Account Executive team already exists to pursue new logo sales, which means EAMs are literally competing against their own colleagues for slices of the same "enterprise" pie. You are also technically given a book of business, but whether you ever find out which accounts actually belong to you is a coin flip. Some reps go years without a clearly defined portfolio. It doesn't much matter anyway, since all sales reps freely poach from "protected accounts" with impunity. The concept of a managed account module is essentially fiction. The quota expectations make this situation even more untenable. Base EAMs are expected to generate upwards of $3,000 in net new business per month, drawn from a portfolio of roughly 50–75 accounts — many of which will already have another rep on them. More senior roles carry quotas in excess of $5,000 with even fewer accounts to work. Compounding this, Comcast's customer experience is so poor that the "account manager" title has become synonymous with "grifter" to many existing customers, who simply won't engage. The majority of accounts that already have Comcast services will never want to speak to you. Churn in this role is, predictably, rampant. Leadership's response to all of this is to keep assuming they're putting the wrong people in-seat — and there is some basis for that, as the hiring track record has produced a revolving door of new hires with substance abuse issues, poor hygiene, and maturity problems. But blaming the talent pool is a convenient way to avoid examining the structural failures of the role itself. The deeper issue is the leadership team. Nearly everyone in this organization is on a performance plan or has been fired, yet management continues to hide behind raw numbers without any critical evaluation of whether the role's strategic goals or incentive structures make sense. This is largely a product of how leadership is developed here. Advancement comes through tenure or politicking — neither of which selects for competence. Most managers have never worked anywhere other than Comcast, and the majority came up through the small business call center. That lineage explains both the used-car-sales atmosphere and the unfamiliarity with genuine up-market account management methodology. The region has apparently scored poorly enough on internal employee satisfaction surveys — as well as standard business metrics — that new senior leadership was recently brought in with a reputation for cleaning up messes. This might sound like a positive sign, except that this new team has already begun quoting the latest Jordan Belfort copycats in all-hands meetings — figures like "Jocko" Willink and Andy Elliott. Brace yourself for whatever new asinine productivity gospel these guys are currently peddling, like requiring every employee to have a six-pack or mandated bible studies. In summary: if you are a serious professional, avoid this clown show. Hitch your wagon to another circus. After over two years here, I don't intend to be here much longer.