As a remote worker, you miss out on most events near the HQ in Portland. This used to be better with virtual events, but those have dropped off in the past year. Now you're just a cog in the ever-turning wheel. New Onboarding process is causing a lot of client escalations. The fix was to put more work on the Account Managers instead of holding Onboarding Specialists accountable. This causes headaches for new clients & their account managers, and doesn't cut down on launch delays. Pay is woefully low for the amount of clients you're expected to have as a tenured PMAM. We tell prospective clients 60-80 clients when most Account Manager really have 100-120. Client retention has become a priority, and low quality clients are onboarded constantly despite what used to be a fairly restrictive Quality Control process. So workload is ballooning while pay stagnates, especially since low-quality clients who quit have a negative affect on your next month's pay - even if ads are working and the client quite because they don't want to pay for services anymore. The tiered bonus model does reward high-performers to a point, but an extremely low base salary makes those leaner months quite difficult to make ends meet for tenured AMs, not to mention those newer AMs still building their book size. The tier system for promotion is decided on subjective metrics and is worded vaguely enough that management can just choose a few 'weaknesses' to hold back career progression. It was presented in a way that would speed up career progression and raises, but it's done the exact opposite. Typical corporate bait & switch.
