Just keeps on growing... - Anonymous employee Element Fleet Management Employee Review

Atmosphere, environment, flexibility, support, onboarding experience, benefits and pay.

Can't think of any that really stand out tbh.

Element has some great people who genuinely care about customers and work hard every day. The company has built strong relationships over many years, and there are still a lot of knowledgeable employees who understand the fleet business inside and out. Despite the challenges, people continue to do everything they can to take care of customers.

The biggest problem at Element is the growing disconnect between senior leadership and the people who actually do the work. The company has become extremely siloed. Every department seems to be focused on its own KPIs instead of what is best for the customer or the company. Teams often work against each other rather than together, and there is very little sense that everyone is rowing in the same direction. The lack of collaboration makes it difficult to solve problems quickly and creates a frustrating experience for both employees and customers. There is also a noticeable gap between the message coming from leadership and what employees experience every day. Leadership talks about transformation, innovation, mobility, and reinventing the company. Most customers couldn't care less about those buzzwords. They simply want Element to execute consistently, answer the phone, resolve issues quickly, and deliver the core services they've always expected. Unfortunately, the foundation isn't where it needs to be. The company is still dealing with outdated technology, multiple operating platforms, disconnected systems, and processes that don't work well together. Employees spend too much time working around internal problems instead of serving customers. Those service issues have started to erode confidence with some long-time clients, yet they don't seem to receive the same level of attention as the next strategic initiative or investor presentation. Because Element is a public company, it often feels like major decisions are driven by how they'll be viewed on the next earnings call or what impact they'll have on the stock price. The CEO has made it clear that she wants to reinvent Element into a mobility company, and that vision is constantly being promoted to investors. The problem is that many customers aren't asking for a mobility company—they're asking for the fleet management company they already have to perform consistently. Leadership has also committed to aggressive growth targets for shareholders, but it's hard to see how those goals will be achieved while the company continues to struggle with its core operations. Before chasing ambitious growth, the focus should be on fixing the fundamentals. Growth has slowed, yet much of the blame seems to land on the sales organization instead of addressing the operational issues that make selling and retaining business more difficult. Sales has become a particularly tough place to be. Reps are expected to increase activity, carry significantly higher quotas, and produce more business while dealing with a compensation plan that dramatically reduced earning potential. It's difficult to motivate people to do substantially more when they're being paid substantially less. Another concern is the number of senior leaders who have been brought in from outside the fleet industry. While outside perspectives can be valuable, many of these executives don't seem to understand how this business actually operates or what customers value most. Several came from the CEO's previous company, and many appear to buy into the leadership narrative without recognizing the operational realities employees face every day. That has only widened the gap between leadership and the rest of the organization. The company also lacks the kind of leadership that inspires confidence during challenging times. There is plenty of management, but very little true leadership. Communication is largely top-down, and employees rarely feel like their feedback influences decisions. In my opinion, the CEO is intelligent and clearly has a vision for where she wants to take the company, but she lacks the presence and charisma needed to bring people along with that vision. Employees hear a lot about transformation, but they don't feel connected to it because the day-to-day reality doesn't match the message. What's frustrating is that Element still has tremendous potential. It has a respected brand, talented employees, and a loyal customer base. Many of the company's problems are fixable. But until leadership spends more time listening to employees and customers—and less time trying to reshape the company's image—the disconnect will continue.