Service Express reviews

The culture at Service Express used to be elite or platinum, some might say. But since the new leadership has stepped in, the company’s culture has been stripped down to buzzwords, fear, and finger-pointing. The numbers show it, and people are leaving in droves. It started at one of the first rallies, where people were split into three groups: Climbers, Campers, and Quitters. Hit your number that month? You’re praised as a Climber. Miss it (regardless of context) and you’re labeled a Camper. Decide another role or company is a better fit? You’ll be branded a Quitter the moment you walk out the door. This has already happened multiple times. Sales rallies now consist of 90% empty motivational-speaker jargon and 10% actual sales data. No strategy, no substance. The approach to sales is one-size-fits-all which simply doesn’t work in hardware and hardware maintenance. Instead of adapting, leadership tries to hammer a software sized peg into a hardware/maintenance hole, and when it fails, the seller is blamed for “not selling the value.” The reality: the sales org is missing goals because great people/talent has already left, and the people still here are actively looking for exits. The culture has turned toxic, morale is at an all-time low, and leadership shows no sign of owning it.

I’ve been at Service Express long enough to know how good it once was. The culture was strong, leadership was visible, and people were proud to work here. That version of the company is long gone. Everything has been eroding, but things changed quickly when the CMO left. He was the last executive who somewhat lived out the values. He walked the floor, knew your name, challenged you, backed you, and built people up. After he left, his entire leadership team followed. What’s left at Service Express, particularly at the executive level, are people who either peaked years ago or were never qualified. They’re collecting big salaries while the company makes its way to a distressed sale to its largest competitor. And sitting above all of it is the CEO. He talks a lot about performance and accountability, but doesn’t apply it to himself or his inner circle. His decisions shift based on emotion. One day you’re chasing a big vision, the next day you’re putting out fires he started. He lays people off and after they've gone he calls them underperforms and C-Players on his all-hands calls (there are recordings of this). It’s fear-based leadership, designed to intimidate and give a small man a larger ego.