Cons
• Too many layers of middle management. I regularly had three or four people between me and an actual decision-maker, most of whom worked out of state. I was often told, “I’ll tell them and see what they say,” or “you don’t have the power to make that call,” which made it nearly impossible to resolve issues efficiently.
• Communication was fragmented — direction changed weekly depending on who you talked to. There was no unified strategy between sales, service, and operations, just a constant game of telephone.
• Pay plans changed multiple times a year, often without clear explanation or notice. Combined with ongoing pay inconsistencies and delayed commissions, it was difficult to trust the system or plan financially.
• The result was a sense of constant firefighting, where great advisors and managers were doing their best in a system that made success harder than it needed to be.
