I was at CB for years before coming back as an EAM, and honestly, it was a mistake. I had performed well as a sales rep previously, admittedly had some ups and downs (nature of the business) but I wasn’t put on a plan or let go—but man this role was a completely different situation.
The book of business I inherited was mostly single-location accounts, with only a few exceptions. These were churches and small businesses “Enterprise Accounts” with little to no growth potential, which made upselling or expanding accounts extremely difficult. At the same time, there was no flexibility to add or remove accounts, so you’re stuck farming the same base over and over while the pressure to sell keeps increasing. More often than not, the only way to hit numbers was by shifting customers from one product to another—not actually growing revenue.
On top of that, many of these accounts came with ongoing issues, so a lot of my time was spent trying to fix problems without support or a clear path to resolution - 15-20k billing issues going completely unresolved for my entire 12 month stint. Leadership wasn’t exactly eager to step in or help, which made things even more frustrating.
The icing on the cake, though, was direct management. He openly talked negatively about other reps, managers, and former employees—and I later found out he was doing the same about me after I left. After roughly five years with the company, it was disappointing for things to end the way they did.
