- This role specifically puts you in a position to face more internal than external friction. What do I mean? The adversity you face with tough customers and negotiations is superseded by the endless internal feedback loop you'll experience. Your manager will hawk over your sales calls and pick apart your weaknesses. That's semi-regular sales management practice, But it's accelerated with feedback from your pseudo-managers (the Enterprise Field Reps) who can literally control which deals you can and cannot close. There's little to no senior leadership level intervention. It is literally a game of personalities.
- Internal CRM processes allow for Reps to be compensated then clawed back due to antiquated fields in their Salesforce. It's amazing how such a large global company can't manage to figure out a workflow in Salesforce to correctly compensate their overlay reps.
- Expressed to HR that one low performing month and some anecdotal feedback from my "superiors" (the Enterprise Field Reps) suddenly put me on a performance plan trajectory. I was at 152% of my annual attainment, yet one month had my manager put me on thin ice. HR, as typical with big corporate, is out to protect the BUSINESS. They pretended to hear me out but passed the ball between different HR reps and never communicated important details, had to re-explain myself every time.
Too many silos between sales, order management/provisioning, customer success, and account management. This was being proactively address when I was employed but still had too many internal approvals holding up deals for days and days.
