Great Manager, Difficult Culture and Moving Goalposts - werkgeversreview Account Executive/Account Manager bij Corpay

My experience with the hiring and onboarding process was frustrating. I interviewed for one role that aligned closely with my strengths (primarily inbound and consultative sales), but during the final minutes of the interview was redirected toward a different outbound-heavy role. I accepted based on assurances about lead support and structure, but the reality of the role was significantly different from what was described. Training was extremely condensed and largely unrelated to the actual day-to-day responsibilities of the position. Once in role, there was minimal guidance from my initial manager, and most of what I learned came from a peer who had also largely taught himself. Policies and expectations were not always clearly communicated, yet performance write-ups occurred for issues that had never been explained beforehand. The environment was highly micromanaged. Multiple monitoring tools tracked time spent on tasks, and even minor administrative delays could result in scrutiny. There was also a strict point-based infraction system that created a sense of constant pressure rather than support. Compensation structure and quotas shifted frequently. Account executives were responsible not only for sales but also for account performance metrics that were often outside of their control. Commission ceilings were presented as uncapped but were difficult to realistically exceed due to moving goalposts and operational dependencies on other departments. System reliability and internal coordination were ongoing challenges. Technical issues, CRM customization limitations, and cross-department breakdowns frequently impacted both employee productivity and customer experience. This created situations where employees could follow procedures correctly yet still be penalized for outcomes beyond their control. While there were positive individuals within the company, the overall culture felt transactional rather than collaborative. Social connection and cross-team engagement were limited, and morale fluctuated significantly depending on management and departmental changes.