1) The job has become increasingly vertical-specific (divided by the type of client), making inter-vertical help difficult. Many will presume this to be a necessary evil rather than innovate, and the few who will push for efficiency are often shushed by corporate culture who just wants the wheels to keep on turning without falling off. This is an issue of internal culture with a major lack of willingness to innovate.
Result: The TAC-role is unnecessarily difficult, especially when seeking out other verticals.
2) To Sales, you are a button-pusher who is not worthy of their time when you actually fill quite an important role. No matter how much utility you generate for them, the company, and those around you, they will half-secretly hope that Epsilon automates your role out of existence.
Result: The average TAC thus sees unnecessary difficulty spikes, poor communication, and a set of sales folks who do not care about them, which I'm sure eventually makes things more difficult for Sales in some manner, too. This is both demoralizing and inefficient. Sales culture must cease to see themselves as higher if TAC teams are to work with them effectively.
3) While the educational tools available to any given associates are solid, introductory, role-specific education is abysmal, in part due to the fact that the nature of the job is so highly vertical specific, and the systems are taught at a vertical-agnostic level. When one complains, people will just default to talking about how they had to learn their job with no training whatsoever. That is the wrong way to think about education. Again, the local culture is problematic, but possibly improving.
<Everything else is pretty okay (i.e. compensation, benefits, etc.) and keeps this whole shebang at neutral.>
