Being a BA on Zillow Rentals looked promising. A chance to build long-term relationships, grow within the company, and actually feel like your work mattered. Now? It’s a toxic, chaotic, and completely mismanaged mess. Leadership is out of touch, accountability is non-existent, and every attempt to course-correct only makes things worse.
Let’s break it down.
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Leadership & Culture:
There’s one person internally referred to as “The Rentals God” who makes every decision for the Rentals org based off a sheet request. Seriously—one person. Sometimes it takes days to receive a decision as well. There’s no room for other perspectives, no collaboration, and definitely no transparency. Strategic direction? Doesn’t exist. Communication? Only when it’s damage control.
At one point, an entire team with four new reps was left without a manager for over 5 months. Not only was this ignored, but senior leadership had the nerve to question that team’s morale and camaraderie like it was their fault. That’s the culture here—deflect blame, never lead.
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Compensation & Role Confusion:
You’re viciously underpaid compared to the value you provide. The base salary is low (reduced by 8% recently) and the commission structure is a joke with quotas completely divorced from the number of quality accounts and opportunities you actually have.
Some BAs are literally outselling Sales Execs while also saving their blown-up accounts, and still get zero recognition or support. You’re constantly caught between roles: are you in sales? Support? Billing? Debt collection? Feed management? All of the above—and none of it is compensated appropriately.
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Book Roulette & Scorched Earth Cycles:
Every 7–9 months, your book of business gets ripped away in a mass “redistribution.” And because leadership announces these rotations in advance, reps go full scorched earth—closing out deals fast and burning every bridge in sight. Why wouldn’t they? The accounts are gone in a few weeks anyway. Then someone else inherits the mess and gets told to clean it up and grow revenue. Oh yeah, you only have 90 days to do so or else you’re on a performance plan!
It’s a brutal cycle that destroys client trust and completely invalidates the relationship-building work you’ve done. All your effort goes straight into the trash with the next shuffle.
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Overstaffed, Under-Resourced, Unrealistic:
There are too many reps (each new training class somehow feels more entry level than the last) and not nearly enough accounts to go around. You’ll get stuck with 60–70 “active” accounts, many of which are inactive or have no interest, angry, or already churning. You’ll still be expected to hit quotas that seem pulled out of thin air.
Meanwhile, open roles (the few that exist) have 500+ applicants because no one gets promoted internally. There is no clear career path. The internal joke is that you’re basically a “six-month contractor” regardless of title—because 85% of your team will be on a performance plan within three months. But don't worry, once they anticipate the plan coming, they will be on LOA faster than you can say those 3 letters. Reps have actually taken LOA in back to back years (other org within Zillow) with just a handful of working months in between.
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The Big Picture:
The Rentals org now feels like a revolving door. Top talent is quitting mid-quarter and it seems like they’re deliberately setting people up to fail. The only constant is the growing pile of burnout. Leadership has created a system that churns through reps, destroys morale, and alienates customers—and somehow acts surprised every single time the results are disappointing.
I say all of this as a rep who has never been on a performance plan, and desperately wants the org to reinvent themselves. There actually are a few people deserving of the top spots and chances to do so.
