England Logistics reviews

The base salary is below industry average but sufficient to cover basic expenses. It will pay the bills. The real concern lies in the commission structure, which includes aggressive clawbacks that seem designed to cycle out experienced salespeople. As others have noted, the turnover is high—this is very much a revolving door operation. The company frequently hires entry-level talent with little to no logistics experience, providing just enough training to make transactional sales in their respective departments (Tires, Factoring, Truckload, Parcel, and LTL). Promotions early on are collaborative—shared between the sales rep and their sales/logistics coach, who is incentivized to support their growth. This stage can feel motivating, especially when you build camaraderie with hardworking peers. However, as you rise in the ranks, there is the performance metric known as the “Ramp.” This is a weekly margin target that increases steadily (Ramps up) and eventually caps at a level that only a handful of top agents—usually a few at the corporate office in Utah—can consistently meet. Once the Ramp surpasses most reps’ capacity to attain it, first their commission percentages are reduced that renders the commission payout almost useless. Shortly after, the employee is put on a Performance Improvement Plan. Termination often follows, either initiated by the company or as a result of employee burnout and realization. At that point, incoming hires take over the departing rep’s accounts, which boosts their KPIs, speeds up their own promotion and "Ramp up", and restarts the cycle. This system appears less focused on sustainable career growth and more on perpetual onboarding. While sales management roles or director-level positions may offer more stability, the promise of “uncapped commission” in standard sales roles rarely materializes for the vast majority of employees.