I joined the company with genuine enthusiasm and excitement, but within three weeks it became clear that the environment was not healthy or supportive. The biggest challenge was the leadership style. Expectations shifted constantly, and I was often told not to do something only to be questioned later about why I hadn’t done it. Feedback was inconsistent and rarely constructive. I was told my communication was “excellent,” then later criticized for it not being “luxury enough,” without any examples or guidance on how to improve.
Communication and direction were major issues. Important information was delivered through scattered Teams messages with no follow‑up or context. At one point, I was assigned a major account via a screenshot while I was at the airport returning from a business trip, with no explanation for why my name was suddenly attached to it. Instructions were unclear, and conversations often felt more combative than collaborative, which made it difficult to feel confident in my work.
The workload itself is also extremely heavy. The company is understaffed, and salespeople receive no administrative support. In addition to being in the field several days a week, you’re expected to handle order entry, returns, exchanges, and customer service for over 100 clients. There was also an expectation to rely on AI for account research instead of reviewing client websites directly, which doesn’t align with how many sales professionals prefer to build meaningful client knowledge.
One final concern was that HR didn’t conduct an exit interview or ask for any feedback, which reinforced the sense that employee experience and retention aren’t priorities.
There is potential here for someone who thrives in ambiguity and doesn’t need structured leadership, but the lack of clarity, support, and consistent communication made the role unsustainable for me.
