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ODP Business Solutions

Engaged Employer

The Return-to-Office Decision Was the Last Straw - Account Manager ODP Business Solutions Employee Review

1.0
Jul 14, 2026
Recommend
CEO approval
Business Outlook

Pros

* Strong relationships with vendor partners. * Great people to work with across the organization. Many talented and supportive colleagues. * Decent work-life balance.

Cons

* Benefits are WELL below average compared to other companies I’ve worked for. The biggest remaining benefit was the work-from-home flexibility, and that is now being eliminated with the mandatory four-day return to the office beginning September 8. * The justification that “we work better together” feels disconnected from reality, especially given the lack of evidence shared to support it. If the real reason is to better utilize existing office space, I’d honestly respect that explanation more than a generic corporate talking point. * Salaries tend to be below market, particularly for individual contributors and mid-level employees. * Overall benefits are weak. Employees receive only 15 combined PTO and sick days per year, along with just five company holidays, which is significantly below what many comparable employers offer. * Health insurance premiums and prescription drug costs are relatively expensive. * HR has been the weakest HR organization I’ve experienced. Outside of hiring and separation, HR provides little support to employees and is largely perceived as existing to protect senior leadership rather than advocate for the workforce.

Explore other reviews about ODP Business Solutions

5.0
Jun 28, 2026
Recommend
CEO approval
Business Outlook

Pros

Pretty simple job with great people

Cons

Lots of change, be prepared to adapt

1.0
May 5, 2026
Recommend
CEO approval
Business Outlook

Pros

None they have been taken away.

Cons

Morale at Austin ISO is at its lowest point in years, and employees overwhelmingly attribute it to current SVP leadership. The enforced 50+ daily dial strategy is widely viewed as ineffective, damaging customer relationships and reducing time for the work that actually drives revenue. A more balanced approach (~35 dials) that allows for quality conversations, account management, and issue resolution is consistently dismissed in favor of volume over effectiveness. Current SVP leadership is seen as operating in a rigid “my way only” environment that contradicts Atlas messaging about empowering employees. Feedback from employees is largely ignored, and pressure continues to escalate even when performance targets are met. There are also widespread concerns about fairness and consistency, with perceived preferential treatment toward managers with prior relationships to current leadership, while other teams are held to stricter standards regardless of results. The culture has become fear-driven, with employees hesitant to speak openly due to concerns about retaliation. There is also growing concern about scrutiny of external activity such as LinkedIn/job searching, which has significantly eroded trust. Burnout is widespread, with employees reporting serious impacts on both mental and physical health. Employees have also observed personal business activity (such as selling shoes) being conducted from the office during working hours, raising professionalism concerns. Austin ISO has strong talent, but under current SVP leadership, that talent is being driven away rather than supported. Employees want their mental health restored and a sustainable environment where people can actually succeed.

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